Tim Glowa, author of "Smart Board Governance for the AI Revolution" (2023) and a Doctorate of Business Administration (DBA) student at the Haskayne School of Business, the University of Calgary, is a former Big 4 consultant and equity partner with expertise in human capital, strategy, AI, and ESG. He has been a strategic advisor to executives and boards across various sectors, championing the voice of the employee. His global influence has empowered organizations to make informed decisions on employee attraction, retention, rewards, engagement, development, and off-boarding. Mr. Glowa has counseled C-suite executives and boards across diverse industries, emphasizing data-driven decision-making.

As a renowned thought leader in marketing, human capital, strategy, transformation, and ESG, he currently spearheads an HR-focused artificial intelligence (AI) startup. Mr. Glowa previously served as an equity Partner at Grant Thornton, where he launched the Employee Listening and Human Capital Analytics practice, helping clients navigate the pandemic's workforce challenges. His role as an Executive Director at Ernst & Young centered on addressing critical talent issues. Additionally, he's a successful entrepreneur who raised venture capital, established a marketing and human capital analytics consulting firm, and successfully sold it to Deloitte. He earned a B.A. in Economics from the University of Calgary and an M.B.A. from the New York Institute of Technology.

Mr. Glowa's commitment to education shines through his engagements with the National Association of Corporate Directors (NACD), where he educates Independent Directors on human capital considerations, employee turnover risks, low engagement, and culture alignment. He collaborates primarily with the Human Capital, Compensation, ESG, or Strategy Committees and possesses experience with the Nominating Committee. His qualifications include an International Board Director Competency Designation (IBDC.D) from M. A. Pfister Strategy Group, membership in the National Association of Corporate Directors (NACD), and completion of Wharton Business School's Executive Education Certificate in Corporate Governance for Board Directors. Additionally, he holds a Global ESG Board Certification (GCB.D) in Environmental, Social, and Governance from Competent Boards.

- Committed to big-picture goals & inspiring others to join the vision
- Motivate, encourage and mentor teams to take on bold missions
- Encourage fresh thinking to day-old challenges

- Leverage data for thoughtful judgments & balanced assessments
- Think critically, challenge proposals & remain diplomatic
- Understand issues from diverse perspectives & viewpoints

- Recognize the distinction between governance & management
- Remain persistent & adapt strategically to environmental shifts
- Stay resolute while maintaining flexibility in decision-making

- Entrepreneurial spirit and mindset
- High emotional and mindful intelligence
- Continuous learner

Mr. Glowa is currently a Doctorate of Business Administration (DBA) student at the Haskayne School of Business, University of Calgary, where his research examines how board governance shapes organizational resilience under stress. His doctoral work draws on agency theory, upper echelons theory, resource dependence theory, and compensating wage differentials to investigate the relationship between board effectiveness, corporate culture, and labour market outcomes.

Mr. Glowa has surveyed more than 4 million respondents across 75+ countries during his consulting career, and brings that empirical foundation to his academic research program.

Recent research includes: "Invisible Until It Rains: Board Governance and Leadership Resilience in the Canadian Federal Public Service", which uses four cycles of the Public Service Employee Survey to test whether board governance moderates how employees perceive senior leadership during organizational stress. The paper documents a four-point gap between board-governed and minister-direct organizations that opens during the COVID-19 pandemic and persists into 2024.

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- Board governance and organizational resilience
- Toxic corporate culture and the Toxic Culture Tax
- Compensating wage differentials in labour markets
- Board composition, human capital disclosure, and the SEC November 2020 rule as a natural experiment
- Conjoint analysis applied to employee preference and board effectiveness measurement