Technology Leadership From the Inside

I don't advise organizations about transformation from the sidelines. I have spent my career leading it.

Floyd Garvey
BSc, MSc, CRISC | ITIL 4

I am an enterprise technology executive and advisor with two decades of experience leading transformation across regulated healthcare, provincial healthcare and global financial services. Today, my advisory work focuses on one of the most consequential challenges facing organizations: turning rapid advances in AI into practical, governed organizational value.

My work sits at the intersection of business strategy, technology, governance, people and change. That matters because successful AI adoption is rarely a technology problem alone.

Organizations can buy AI tools quickly. Building the leadership alignment, technology foundation, governance, operating model, employee capability and disciplined execution required to capture value is considerably harder.

Experience Across Complex Environments

Regulated Healthcare

In my current executive technology leadership role, I am responsible for technology within a healthcare regulatory environment where modernization, security, privacy, risk and operational reliability must coexist. My current work spans enterprise technology strategy, modernization, security, governance, operational resilience and organizational AI adoption.

Provincial Healthcare Technology

My experience includes leading digital and technology transformation in large healthcare environments supporting complex operational and clinical ecosystems.

Global Financial Services

Earlier experience in financial services exposed me to technology operations at international scale, where resilience, security, governance and disciplined execution are non-negotiable. At Scotiabank, my responsibilities included 24/7 technology operations across more than 20 international markets and leadership within geographically distributed delivery organizations.

AI Adoption is not a Theory for Me

My work includes leading AI adoption inside an operating organization — addressing strategy, governance, technology, people, training and organizational change rather than treating AI as an isolated technology experiment.

In May 2026, I presented "Embedding AI into Enterprise Operations: The CNO Approach" at the National Council of State Boards of Nursing IT/Operations Conference.

My View of Transformation

Technology transformation fails when organizations treat it primarily as a technology project.

AI raises the stakes because it touches all six simultaneously.

My role is to help leadership see the whole system — and turn that understanding into decisions, priorities and execution

Transformation aligns business strategy, leadership, people, process, technology and governance.
Transformation aligns business strategy, leadership, people, process, technology and governance.

Why GarveyTech

Consulting Firms

Technology Vendors

Internal Teams

Large consulting firms bring scale.

Technology vendors bring products.

Internal teams bring institutional knowledge.

Independent Executive Advisory serves a different purpose.

I bring an external perspective informed by direct experience leading technology inside complex organizations. I can challenge assumptions, translate between executives and technology teams, identify what matters, and help leadership avoid investing in technology before the organization is ready to extract value from it.

Need an experienced perspective on the decisions in front of your organization?

If your leadership team is navigating AI adoption, technology modernization or a consequential transformation decision, let's start with the problem you are trying to solve.

[Book an Executive AI Readiness Conversation]

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GarveyTech

AI Adoption • Technology Strategy • Executive Advisory

Email

floyd@garveytech.com

© 2026 GarveyTech. All rights reserved.

Floyd Garvey
Toronto, Canada | Serving organizations internationally

GarveyTech is an independent advisory practice. Professional affiliations and employment references are provided for biographical purposes and do not constitute organizational endorsement.