“I didn’t start in IT – I grew into it through the business. That’s why I lead technology differently.”
For Angie Fyke, leadership in technology was never about code first. It was about operations, communication and understanding how organisations, and the teams within them, actually function. Long before she was leading enterprise transformation initiatives and modernising IT environments, she was working in retail, managing stores and writing theatre reviews while pursuing a career in the music industry. That unconventional path would ultimately become one of her greatest strengths.
Today, as Head of Technology at Ontario Medical Supply (OMS), Angie leads technology transformation with a distinctly business-first mindset. Her career journey – from Bell Canada and BlackBerry to Canadian Tire and now OMS – has been shaped not by technical orthodoxy, but by a relentless focus on outcomes, alignment and culture.
Her philosophy is simple: technology alone does not transform organisations. People do. She believes this requires operational alignment, organisational readiness and strategic clarity.
“Transformation doesn’t fail because of technology,” she says. “It fails because organisations aren’t aligned.”
That belief now underpins every decision she makes as a technology leader navigating digital modernisation, AI adoption and organisational change in a rapidly evolving business landscape.
Technology Leadership Is All About Translation
Throughout her career, Angie has consistently occupied the intersection between business strategy and technology delivery.
“I don’t talk ones and zeros,” she says. “I am not a coder. I am a leader. I just happen to deliver technology.”
That distinction is central to her leadership approach. Rather than focusing on technical complexity, she concentrates on understanding organisational goals, translating business requirements and aligning teams around outcomes.
“If what I deliver to you at the end of the day isn’t what you asked for, I wasn’t listening,” she notes.
This ability to translate between business leaders and technical teams became particularly important during her years at Canadian Tire, where she progressed from delivery management into enterprise portfolio leadership across multiple business banners.
There, she refined her understanding of enterprise transformation and organisational change management at scale.
“Consensus isn’t about getting everyone to agree,” she explains. “It’s about getting everyone to understand the why and the trade-offs.”
For Angie, leadership means creating clarity amid complexity. Every transformation involves balancing time, cost and quality, while navigating competing priorities across functions and stakeholders. Once alignment exists, execution becomes significantly more effective.
“Because I came up through operations, I can translate between technical teams and business leaders, and that’s been critical in driving my success.”
Why Culture Determines Transformation Success
Few topics generate more emphasis from Angie than organisational culture. “Culture is everything,” she urges.
Across every organisation she has joined, Angie begins by listening, observing and understanding team dynamics before implementing change. “You need to understand and take the temperature in the room.”
She uses personality assessments and behavioural frameworks to better understand how individuals work, collaborate and respond under pressure.
“Culture isn’t separate from performance. It drives it.” It’s a philosophy that extends into how she structures teams and manages transformation initiatives. Recognising effort and creating shared ownership are all critical components of successful delivery.