Prabh Paul

I was tired of seeing rental property owners and managers struggle with endless market surveys to set the right rents.  

That’s why I founded TraceRent. I know that as rental portfolios grow, so do inefficiencies. But setting rents isn’t about copying the competition—it’s about making smarter decisions that:  

- Maximize income by aligning rents with market demand.  
- Reduce vacancy losses by up to 20%.  
- Build trust and improve tenant retention.  

At TraceRent, we turn inefficiencies into opportunities. With 60,000+ managed units in Canada alone, our AI-powered platform simplifies market surveys and delivers tailored, data-driven insights to help you boost revenue and stay ahead of the competition.  

📩 Let’s connect! Message me or schedule a call to explore how we can optimize your portfolio and position you as a leader in the rental market.

Architect - Partner

ANP Atelier & Associates worked on 7 distinct verticals:

– Master planning.
– Residential.
– Commercial.
– Workplace.
– Institutional.
– Hospitality.
– House.

The key thesis driving ANP’s work was sustainability – the endeavour to reduce the consumption of resources and energy.

Grateful to have been able to work at a place that’s been at the forefront of thought leadership in design since 2007.

ANP exposed me to the world of infrastructure, construction, and design – and how it all comes together to merge the physical, geographical and cultural conditions that address the user’s brief….

….and ultimately their aspiration.

This eventually served as an incredible bedrock for the next phase of my career with Tracecost.

Prabh Parmar

Spent the weekend in Central Alberta, Lacombe, Alix, Red Deer, for my son’s hockey tournament.
Early mornings. Cold arenas. Wet (stinking) gloves in the car (And yes, we brought the trophy home)
And somewhere between games….you realize: This isn’t just a sport.

This is routine. Community. Identity.

Now here’s something most people don’t see:
In towns like #Lacombe, the arena isn’t just where kids play.
It quietly shapes where families live.

Few facts that surprised me:
Only about 1 in 4 homes in Lacombe are #rentals (~28%)
 → Limited rental supply
#Vacancy rate is ~0.8%
 → Practically nothing available
Average #rents are around $1,050–$1,200
 → Not “cheap”, just less visible than big cities

In nearby smaller communities, total purpose-built rentals can be under 100 units
At first glance, you’d think: “Rentals don’t really matter here.”
But it’s the opposite.

Because when supply is this tight,  life decisions start driving #housing decisions.

One parent said it perfectly between games:
“If your kid has practice 4–5 times a week… you don’t live far. You just can’t.”

That’s it. No spreadsheet. No market report. Just real life.
And that creates something most models miss (fortunately TraceRent does not):
In large cities: Demand is driven by macro forces, jobs, migration, rates
In smaller towns: Demand is driven by daily routines, arenas, schools, commute to one key employer

Insight:
The smaller the market, the more powerful the “invisible drivers”
And when:
only ~28% of homes are rentals, vacancy is below 1%, Even small shifts in routine
 → create real pressure on pricing and availability

We spend so much time analyzing housing like it’s purely financial. 
But weekends like this remind you:
Sometimes, housing demand is just a parent trying to make it to practice on time.

Wondering what’s one everyday routine in your city that quietly shapes where people choose to live?

Prabh Paul Parmar

Architect | 2X Founder | Empowering Multi-Family Owners to Maximize Revenue with Fair Rent Pricing

Ice Hockey Alix Arena Lacombe Red Deer Housing Rental Alberta 

Enterprise Transformation | I Help Leaders & Consultants Have More Impact | Founder · CEO · Fortune 100 Executive Advisor

You work in a medium to large organisation, or you’re ready to step up and lead at enterprise level.

You’re not here to maintain the status quo.

You’re responsible for delivering transformation. Real results. Strategic impact.

You’re certainly not a generic operational player.

Whether you’re a manager, leader, or consultant, you’re expected to make things happen.

The board expects outcomes. Your team expects direction. Your future depends on results.

But here’s the brutal truth:

⚠️ Over 80% of transformations fail.
⚠️ The cost runs into millions.
⚠️ Careers stall. 
⚠️ Trust evaporates. 
⚠️ Organisations start looking elsewhere.

And the people tasked with delivering change?

They’re often set up to fail; handed lofty goals but no real execution support.

No systems. No frameworks. No internal capability to deliver at scale.

Just pressure, expectations, and outdated methods that have already failed others.

You’re expected to succeed where others couldn’t, using the same broken approaches.

That’s where I come in.

As Founder and CEO of CXO Transform, I help managers, leaders, and consultants succeed in complex transformation by building execution capability from within.

🎯 What We Provide
✔ Strategic execution frameworks for complex environments
✔ Enterprise AI implementation and governance systems
✔ Capability building without external dependency
✔ Practical tools and structured delivery kits
✔ Leadership development for transformation contexts
✔ Risk mitigation using proven, real-world methods

🏢 Who We ServeOur clients include senior professionals from:
🔹 Rolls Royce, Unilever, Cisco, GE, PwC, Nike, Microsoft
🔹 SAP, Aramco, Vodafone, IKEA, EY, Accenture, Deloitte
🔹 And thousands of leaders across 80+ countries

💼 Behind the Scenes I advise a select group of senior executives in high-trust engagements focused on:
✔ Leading enterprise-scale transformation
✔ Navigating AI strategy, governance, and adoption
✔ Building sustainable capability without dependency

🏆 Why Trust Me?
🔹 Over 30 years of enterprise transformation experience
🔹 Worked directly with Fortune 100 CEOs and billion-dollar founders
🔹 Operated on the ground in over 30 countries
🔹 Built CXO Transform from the ground up without external funding
🔹 Thousands certified and empowered to lead with confidence and clarity

🎯 If you’re looking for a practical online education programme or execution system, start here: https://cxotransform.com

📩 If you face a high-stakes transformation challenge and want a trusted advisor, I’m open to a private conversation.

Rob Llewellyn

Plenty of projects are finishing.
There’s no sign of transformation.

A Fortune 500 CEO said this to me recently.

“Rob, we’re spending $3.5 million a month.

Projects are completing.
Teams are celebrating.

But none of it is shifting the bottom line.

From a profit perspective,
we’ve got nothing to celebrate.”

That comment stuck with me.
Because it’s a very common pattern
in medium and large organisations.

Lots of activity.
Plenty of delivery.
But very little enterprise change.

The issue usually isn’t the effort.
It’s the governance.

Boards often govern transformation
like a capital project.

Stage gates.
Milestones.
Fixed scope.

That works when you’re building a factory.

It rarely works when you’re transforming
an enterprise.

Projects deliver outputs.
Transformation builds capability.

And capability rarely emerges
from rigid plans.

When governance is project-led:

• Teams protect the scope
• Learning gets treated as deviation
• Strategy struggles to adjust to reality

So projects finish.
Slide decks look impressive.
Celebrations happen.

But the bottom line stays flat.

Real transformation moves differently.

Progress comes through learning cycles.
Insights reshape direction.
Leaders make deliberate pivots.

That’s not weak governance.
It’s sharper governance.

Projects still matter.
Project management is essential.

It’s the discipline that turns strategy
into execution.

Projects are powerful delivery vehicles.

But transformation itself has to be governed
at the enterprise level.

Because the goal was never
to complete projects.

The goal was to change
what the organisation can do.

When governance shifts,
the celebrations finally match
the results.

Get The Boardroom Brief
https://cxo.fm/news

CEO, CXO Transform | Enterprise Transformation & AI Systems

Most transformations don't fail in strategy.
They fail because nobody owns it full time.

Large organisations pour billions into
transformation efforts that gradually erode,
fragment, and fade without a trace.

Initiatives compete for resources and attention.
Business units optimise for themselves,
and the enterprise pulls in five directions.

The root cause is almost always the same
and rarely mentioned out loud. 
Leadership is shared, rotational, or compromised.

No clear mandate. No real authority.
No single person accountable at the top
when the programme starts to unravel.

This is not a resourcing issue.
It's a structural failure at the top.
And it costs years of avoidable lost value.

L'Oréal, Microsoft, Societe Generale, Honeywell,
Goldman Sachs, Ericsson, Intuit, PwC, Dell, IBM,
Verizon, Chubb, GE, KPMG and others
don't leave transformation to chance.

Each appointed a Chief Transformation Officer.

The role is real. The mandate is clear.
These organisations know that transformation
can't be governed from the sidelines.

The six disciplines below show exactly
what the best CTOs consistently get right,
regardless of sector.

From governance and execution discipline
to adoption metrics and value realisation.
None of it happens by accident.

If your organisation is in transformation
and nobody fully owns it full-time,
you already know where the risk sits.

Transformation is the hardest thing
a large organisation will ever attempt.
Lead it like it deserves to be led.

Get The Boardroom Brief
https://cxo.fm/news

Loud consultants aim to impress.
Quiet ones get rehired.

It’s not charisma that earns trust.
It’s something deeper.
 
Fact:
87% of clients say,
Trust is why they hire consultants,
more than credentials or track record. 
(Source: Global Research)

All consultants need attention.
But some chase it the wrong way.

It becomes all about “Look at me.”

They speak first.
They lead with noise, not substance.
They over-explain and fill the room.

And then wonder why they’re not hired.

That’s not how trust is built.

The consultants clients trust most
don’t lead to be seen.

They lead to make others stronger.
They leave teams better than they found them.
And they don’t need the credit.

These consultants aren’t loud.
But they’re heard.

They’re not everywhere.
But they’re remembered.

Because trust doesn’t come from volume.

It comes from:

• Guiding from the side
• Giving others the credit
• Asking first, not talking first
• Creating clarity, not confusion
• Building leaders, not followers
• Speaking with care, not control
• Growing people, not dependency
• Leaving behind alignment, not noise

If that sounds like you,
you’re not alone.
You’re the kind of consultant clients keep.

And if you’ve worked with someone like that,
tag them. Quiet impact is still impact.

"Trust is equal parts character and competence."
— Stephen M.R. Covey, The Speed of Trust

The best consultants don’t lead for credit.
They lead so others can lead from within.

That’s how change sticks.
It's why clients return.

Get The Boardroom Brief
https://cxo.fm/news

AI transformation isn’t a switch.
But most firms still treat it like one.

That belief is the first mistake.

Across many organisations, AI begins
with excitement and small pilots.

A team runs a clever experiment.
Another group launches a separate tool.

Soon the company reports activity.
But no real progress.

You see the pattern everywhere.

Level 1: Exploration.
Leaders see the promise of AI.

But capability is thin.
Impact on performance is close to zero.

Level 2: Initial adoption.
A few teams test use cases in isolation.

Efficiency improves slightly.
Strategy is still unclear.

This is where most firms sit today.

Not because AI failed.
Because alignment never arrived.

Fragmented initiatives appear.
Enterprise orchestration is missing.
No one owns the big picture.

Investment in data stays weak.
Governance stays conceptual.

Talent is scattered across functions.

So progress slows.

The shift happens at Level 3.
This is the first real turning point.

Organisations begin aligning work.
Separate experiments become shared effort.

AI stops being a novelty.
It becomes a capability.

You start seeing bottom-line impact.

Level 4 follows.

AI becomes embedded in operations.
Roles, processes, and investment align.

Financial value becomes reliable.

Then Level 5 appears.

AI reshapes the operating model.
Sometimes even the business model.
Strategy and technology move together.

At that point, the company changes.

Here’s the uncomfortable truth.

Most transformation efforts aim
for Level 5 thinking…

While the organisation still behaves
like it’s at Level 2.

The leaders who close this gap
focus less on tools.

And far more on capability.

Data discipline.
Clear ownership.
Enterprise orchestration.

AI transformation isn’t a launch.
It’s a progression.

And the organisations that accept this
are the ones moving ahead.

So the real question is simple:

Which level is your organisation
really operating at today?

Get The Boardroom Brief
https://cxo.fm/news

Most companies optimise the present.
The best CEOs redesign the future.

They rebuild the business model
before the market forces them to.

That's the subtle difference
between optimisation and transformation.

Between companies that adapt
and those that disappear.

Think Blockbuster and Netflix.

Blockbuster focused on optimising
their established DVD model.

Netflix also had a solid DVD business,
but Reed Hastings had vision too.
So he rebuilt the model entirely.

One defended the past (Optimisation)
The other designed the future (Transformation)

This infographic shows
The CEO Transformation Test.

Most industries move through
four recognisable stages.

→ Stage 1 — Business Model Questioned

Signals appear early.
Which while acknowledged,
and quietly deprioritised.

The core business still performs well.
So urgency feels unnecessary.

→ Stage 2 — Business Model Challenged

A new model proves it can work.
But it still seems too small to matter.

Investment debates focus on
the risk of cannibalising the core.

→ Stage 3 — Business Model Broken

Adoption accelerates across the market.
The shift becomes undeniable.
But capital and talent remain
locked in the legacy model.

→ Stage 4 — Business Model Rebuilt

Industry economics reset.
Old cost structures collapse.
The rules of competition change.

Behind each stage sit the
mindset traps that kill transformation.

• The future judged by yesterday’s metrics
• Delayed decisions disguised as prudence
• Capital following power, not opportunity
• New models forced into legacy systems

Most organisations act only when
the pressure becomes unavoidable.

Their CEOs wait for certainty.
But the best leaders move earlier.

Not because the numbers say “go”.
But because they understand
where the market is heading.

That's the real transformation test.

Get The Boardroom Brief
https://cxo.fm/news

You have governance.
But not where it matters.

Boards govern oversight.
Functions govern operations.

Almost no one governs
enterprise transformation.

So it feels controlled.
Structured. Accountable.

But when change starts, something breaks.

Projects multiply.
Programmes report progress.

Everything looks busy.
Nothing truly moves.

That’s the gap.

Project and programme governance exist.
They manage delivery.

They track milestones, budgets, risks.
They tell you if work is on track.

They don’t decide what should change.
Or what should stop.

They don’t resolve trade-offs.
They don’t align the enterprise.

So activity scales.
Value doesn’t.

This is where transformation fails.

Not in strategy.
Not in capability.

In governance.

Transformation Governance is different.

It owns priorities.
It sequences change.

It enforces trade-offs across programmes.
It holds decision rights across functions.

It connects strategy to outcomes.

You can see the gap.

Value sits in business cases,
not in realised outcomes.

Benefits are forecast,
but not delivered.

Initiatives complete,
but performance doesn’t shift.

The question is what you do next.

Fix it, or tolerate the consequences.

Because without this layer,
you’ll complete plenty of projects
but see very little business transformation.

Most organisations can oversee the business.
And of course they can run it.

Very few govern how it changes.

That’s the missing layer.

And once you see it,
you can’t unsee it.

Get The Boardroom Brief
https://cxo.fm/news

Technology rarely limits CIO impact.
Board perception does.

How leadership frames technology
defines how far a CIO can lead.

Level 1 sees IT as operations.
Stable. Reliable. Controlled.

Here the CIO protects stability.
Cost, compliance and continuity rule.

Level 1 matters enormously.
Because without resilience, nothing else scales.

But if the story stays here,
IT is reduced to a maintenance department.

🔹 Board lens at Level 1:
Control and containment.

Progress begins with visible value.
Risk reduced. Disruption avoided.

Level 2 shifts the narrative.
Technology becomes a business partner.

Platforms enable enterprise scale.
Collaboration replaces hand-offs.

🔹 Board lens at Level 2:
Speed and growth.

Advancement demands business language.
Revenue impact. Customer outcomes.

The best CIOs operate across all levels
because reality rarely moves in straight lines.

Frameworks like this simply create clarity
where boards need simplicity.

Level 3 changes the mandate.
Technology enables transformation.

Strategy and technology converge.
Operating and business models evolve.

🔹 Board lens at Level 3:
Reinvention and growth.

But perception rarely shifts on its own.
It must be deliberately shaped.

If the board sees IT too narrowly,
the CIO needs to change that view.

Mandate expands through evidence.
Language. Outcomes. Leadership.

Strong CIOs influence the narrative.
They don’t wait for permission.

Transformation becomes credible.
Not just another IT programme.

One shift defines the journey.
From cost centre to growth engine.

So the real question is this:
How is IT viewed in your boardroom?

If that perception limits impact,
the CIO must do what it takes to shift it.

Get The Boardroom Brief
https://cxo.fm/news

Most companies say they’re “doing AI”.
But very few are actually leading with it.

AI activity is growing everywhere.
Pilots are multiplying across teams.
Experiments appear across the business.

And it feels like progress.

Work moves faster.
Tasks complete sooner.
Productivity begins to rise.

But activity isn’t the same as leadership.

Most organisations move through
three stages of AI adoption.

Individual AI.
Siloed AI.
Enterprise AI.

The first stage is Individual AI.

Employees experiment with tools.
They automate small tasks.
Personal productivity improves.

Useful progress.

But the company itself
doesn’t really change.

The second stage is Siloed AI.

Teams build their own workflows.
Departments deploy their own models.
AI activity spreads across functions.

But coordination stays weak.

Different tools across teams.
Different processes across functions.
Different data across the company.

AI becomes busy, but fragmented.

This is where many firms sit today.

Pilots across departments.
Growing AI activity.
Limited enterprise impact.

Enterprise AI is different.

AI becomes embedded in systems.
Workflows connect across functions.
Decisions become coordinated.

Data, models, and platforms integrate
into how the business actually runs.

At that point something shifts.

Core workflows change.
Decision systems evolve.
Enterprise value appears.

AI stops being experimentation.

It becomes part of the operating model.

Most companies scale AI activity.
Very few scale enterprise value.

AI activity is everywhere.
AI leadership is far less common.

Get The Boardroom Brief
https://cxo.fm/news

82% believe they’re transformation-ready.
Only 6% operate it as a mature capability.

The data is far less forgiving than the belief.

55% struggle with poor cross-functional
communication of transformation goals.

51% say strategy fails to cascade.

50% see budget battles between
so-called strategic initiatives.

This isn't a funding issue.
It's an orchestration issue.

Across 1,007 global enterprises,
only 24% have a cross-functional governance board.

Only 25% embed transformation goals
into senior leader KPIs.

Most firms run four or more initiatives every year.
But they're not building capability.
They're merely running projects.

Here's the uncomfortable truth:

Execution inside departments works.
Enterprise alignment doesn't.

That's the gap where value leaks.

The top performers do something different:

• Governance that aligns business and tech
• KPIs tied to outcomes
• Data treated as a strategic asset
• Early employee involvement

They don't chase change.
They design for repeatability.

The shift sounds simple. 
But it isn’t easy.

From episodic effort
to institutional discipline.

If you're serious about AI adoption
or enterprise transformation,
ask yourself:

"Are we just funding lots of initiatives,
or building a transformation system?"

Transformation isn’t accidental.
It’s also not simply project activity.
It’s a capability you build.

Get The Boardroom Brief: https://cxo.fm/news

Your firm is busy. 
But nothing really changes.

Including the bottom line.
 
That's not bad luck.
That's by design.

Most organisations confuse
activity with transformation.

They deliver projects.
They run programmes.
They report progress.

But the operating model never changes.
The business model never changes. 
The results hit a ceiling.

This is the project plateau.

It's not a performance problem.
It's a governance problem.
Wrong vehicle. Wrong scope.

Real transformation starts at Level 3. 
Most firms are stuck at Level 1 or 2. 
Some never move.

I've seen this across Fortune 100
transformation engagements.

Most firms want to transform.
They just can't see the difference
between Level 2 and Level 3.

It's not budget.
And it's not talent.
It's a knowledge and governance gap.

It's not culture either.
Culture is what sustains the change.
Not what defines the scope.

Levels 1 and 2 fund the journey.
Delivery funds transformation.
It doesn't replace it.

Project governance isn't
transformation governance.

Know what you're actually changing.
Then govern it at the right level.

Which level is your organisation operating at?

Get The Boardroom Brief
https://cxo.fm/news

Most firms aren’t failing at AI.
They’re failing to make money from it.

That’s the part no one wants to admit.

Almost 90% of companies invest in AI
and see returns fall short of spend.

AI gets into production fast.
Value comes much slower.

Most firms reach production
faster than breakeven.

That gap is where money is lost.

And this isn’t new.

We saw it with ERP.
We saw it with digital.
We saw it with cloud.

Tech goes live.
Value lags, or never shows up.

AI just makes it happen faster.

More companies.
More teams.
More tools.
More noise.

Some now ask for AI
just because it’s AI.

No clear problem.
No link to value.

That creates activity, not impact.

This data comes from Roland Berger's
AI Value Gap study:
https://lnkd.in/erAK4kZR 

And here's the real issue:

This is not a technology problem.
This is a leadership problem.

It’s a mindset issue.

Leaders reward activity.
Not outcomes.

They ask for AI.
Instead of asking for value.

Here’s the real difference.

In weaker firms, teams build AI
and push it into the business.

“Here’s a tool. Please use it.”

In leading firms, the business is clear.
They define the problem first.

“We’re losing margin here.”
“This process is too slow.”
“This should be generating more profit.”

Then AI is applied with purpose.

And the top 1% go one step further.
They don’t just improve processes.
They create new business models.

New revenue streams.
New ways to compete.
Genuine business transformation.

If AI starts with the tool,
you’re guessing.
You’re putting the cart before the horse.

If it starts with the problem,
you’re building value.

That is the shift that matters.

And it is fully within your control.

Get The Boardroom Brief
Insights for leaders shaping transformation
https://cxo.fm/news

PMO supports delivery.
TMO governs transformation.

Most firms use the terms interchangeably.
But the mandate is different.

• Mandate: deliver approved work vs outcomes
• Authority: PMO supports, TMO decides capital
• Focus: execution vs enterprise value
• Leadership: PMO reports, TMO intervenes early
• Horizon: project close vs multi year change

Names don’t matter. Decision rights do.

Many firms relabel PMOs as TMOs
without transferring authority.
So accountability grows faster than decision rights.

Has your PMO been relabelled
without the mandate to match?

Get The Boardroom Brief
https://cxo.fm/news

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The Battle

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