I’ve discovered that living with purpose is a dynamic process—just like other transitions in life.
It started with a question that marked a turning point for me: “What next?”
After a fulfilling, full-on career at RBC, I asked myself if this would be a period of winding down or a chance to step into something more intentional. That led to a deeper reflection: Who do I want to be in my next phase of life? I chose to design a Purposeful Third Act, not to fill time but as a next act that could be my best one yet. After defining my purpose—unlocking human potential and building inclusive prosperity—I landed on three criteria for making choices: Impact. Learning. Joy.
Three ongoing shifts continue to shape my P3A: letting go, leaning in, and doubling down.
Letting go
Of identity tied to role, title, and pace. Of the external markers that once defined progress.
For many years, my title gave me an automatic seat at the table in rooms where decisions were made. My P3A has required me to rethink what having a voice looks like without that structure.
My learnings: impact is not tied to a specific table. It expands when you are intentional about where—and how—you choose to contribute. If you read my LinkedIn post about “Table #89,” which struck a chord (people still reference it more than a year later), you’ll know that influence can come from unexpected places.
Leaning in
To curiosity. To new spaces. To situations where you are not the expert.
Earlier this month, I attended the Forward Global Summit in Whistler, a community for people deploying philanthropy toward a thriving, sustainable, more equitable world. The theme was Collective Courage.
I felt like a fish out of water stepping into a room of seasoned philanthropists and NGO leaders from Canada, the US and the UK, where relationships and context were already well established. It was my first time engaging at that level across borders. It was hard at times, yet I put myself out there—listened, asked questions, made connections.
My learnings:
Philanthropy is not exclusively about money, it’s about the 4 Ts: Treasure, Talent, Time, Ties (social capital).
It is about trust-building, genuine relationships, and long-term commitment.
I was deeply moved by Indigenous leader Valérie Courtois, who invited us to understand the promise and complexity of the Indigenous experience and the urgency of our collective need for Indigenous leadership and traditional stewardship practices. She reminded us that “Residential schools taught generations of children they were not worthy of love.” It underscored for me why the work of reconciliation must remain a priority.
Doubling down
On purpose. On values. On where to invest time and energy.
This has meant being more deliberate about where I invest my time.
My learnings: clarity comes from more alignment, not from doing more.
Why P3A matters even more now
We are living through a structural shift shaped by longevity, AI adoption, and geopolitical tensions. Many at this stage of life feel a strong draw to making an impact and helping build a better world for the next generation.
That’s why I’ve framed my Third Act as a longer period and made it a portfolio of impactful activities that also offer learning and joy—across advisory and governance roles in business, government, and nonprofits; leadership in higher education; writing and speaking; and philanthropy. For me, it's like a financial portfolio: you have an investment policy, a clear risk appetite, you add and prune investments with a view to long-term growth. And you review it regularly. Dynamic, not one and done.
And last but not least: Doubling down for me is being intentional about relationships: where I invest, and where I step back. Time with my adult children takes top priority. As does nurturing my relationship and friendships: These bring much joy in my life.
If you are stepping into your P3A, I invite you to ask yourself: Who do I want to be? Where can I have the most meaningful impact?
We are stepping up into a different way of contributing.
With appreciation,
The Purposeful Third Act Movement
Podcast: How Authenticity and Vulnerability Shaped My P3A
After getting over my hesitation at being called a thought leader, I joined award-winning host Amanda Cupido on her podcast, Let’s Talk Thought Leadership.
We began with the questions that shaped my Purposeful Third Act after I retired from RBC, but not from life. That transition required an identity reset. For years, I had spoken through a title, representing a remarkable institution. As meaningful as that was, stepping away from it has been surprisingly liberating. Now I simply get to be Zabeen—authentic, curious, and speaking in my own voice. The older I get, the more I realize I am at my best when I am fully myself. “Being Zabeen” has become my new definition of Freedom 55. (I appreciate those closest to me who remind me, “You be you.”) We also explored the difference between best practices and next practices—and one core value I hold dear that’s a critical business capability for building trust.
Meet Mehbs Remtulla, the founder behind What’s neXT50—a global community for people navigating life beyond full-time work who want to keep learning, connecting, and contributing. I met Mehbs as he was starting to pour his energy and passion into building this community, and have loved watching the community grow. Mehbs and I meet from time to time to share ideas and explore how to support each other (What’s neXT50 and P3A are quite complementary).
A few things that stand out for me about What’s neXT50:
The calibre of international speakers and conversations they curate.
The strong sense of community, built through member engagement, both online and in person.
Social impact projects, where members collaborate around shared interests and expertise.
One member captured it perfectly: “I came for the learning but am leaving with a community.”
If you’re navigating life beyond full-time work and want to keep learning, connecting, and contributing, you don’t have to do it alone. Annual membership is $325. I joined as a founding member last year. Explore What's neXT50.
Leadership and Work in an AI World: More Human, Not Less
AI Is Moving Fast;
Culture Is Not Keeping Up
For CHROs, this is not a future issue—it is now.
The idea of AI’s cultural debt stood out in this 3-minute video from Deloitte in Human Capital Trends 2026. They define “cultural debt” as the hidden consequences that build when organizations accelerate AI adoption as a technology transformation without intentionally redesigning leadership, accountability, and workplace norms.
The cultural debt shows up in tangible ways:
unclear decision rights between humans and AI
erosion of trust
shifts in how judgment is applied
growing workforce anxiety
Yes, AI can drive productivity, speed, and scale. And if unmanaged, it can create misalignment between technology and culture. The broader signals are hard to ignore: The World Economic Forum reports 41% of employers globally plan to reduce their workforce due to skills obsolescence by 2030. Edelman Trust Barometer reports that, for the first time since 2018, trust in employers has declined.
CHROs must ensure AI adoption is accompanied by clear expectations and thoughtful design that centre on the human experience.
Culture is being reshaped—one AI-enabled decision at a time. Make it a deliberate change.
Explore the choices organizations can make to adapt continuously, move with speed, and lead with a human edge in this 8-minute read from Deloitte.
HR Leaders: Elevating Impact
CPO Beth Tyndall: How HR Executives Add Distinctive Value to Boards
Canadian corporate boards have a dearth of CHROs: only a handful of current or former CHROs hold board seats. Beth Tyndall, the Chief People Officer (CPO) at Ontario Teachers’ Pension Plan, is one of the few. She holds the ICD designation, serves on the board of Cadillac Fairview—including as the HR Committee Chair—and is Board Vice Chair and HR Committee Chair for the Mental Health Commission of Canada. Previously, she served on the boards for two not-for-profit organizations. Beth brings a distinct lens into the strategic value that HR executives can provide to boards. In this Q&A, I asked Beth for her perspective on:
What CPOs uniquely bring to governance
How the role shifts from management to director
Why bringing a human lens into the boardroom is not “soft”—it is essential
I always enjoy conversations with Beth. She asks great questions and is both thoughtful and action oriented. Read the full interview here.
Behind the Scenes: My Life and Career Lessons
A Demotion that Became a
Career Turning Point
Only a year into a new role, which had brought us from Vancouver to Toronto, I had to make an unexpected career decision.
I was the Operations Leader for a major technology project that was suddenly put on hold. I was offered the Operations Manager role in our back-office Processing Centre. Although my compensation would remain the same, it was a step down, back to the level I had held in Vancouver.
I stopped in my tracks. What was happening? High-potential people weren’t typically sent to the Processing Centre. While I had confidence in the assurances from the SVP of Operations that this was a development move, not a sidetrack, I couldn’t help obsessing about what others might think: Had Zabeen fallen off the accelerated career track?
After much deliberation, I chose to accept the role.
What I didn’t know then was that the Centre Manager was nearing retirement. Before long, he delegated significant responsibility to me: He asked me to lead weekly management meetings and negotiate budgets with the team. As a team, we drove process improvements and modernized HR practices, including development opportunities for more employees and building an inclusive environment. It was a chance to use both my diverse experiences and education.
The demotion ultimately turned out to be a step forward.
My biggest capability build? Leading through influence, not title. Earning the trust of peers with deep expertise—many had been there 25+ years—and getting them excited about new possibilities.
Careers are rarely linear. The most valuable moves are not always promotions. Sometimes the greatest learning comes from roles that broaden your perspective and build new capabilities even if they look like a step backward.
Instead of only asking “Is this a promotion?” Ask, “What will I learn?” And get comfortable with judging your success by your own standards.
P.S. A year later I was promoted into an Operations Strategy and Quality role, reporting directly to the SVP Operations and part of his senior management team. The combination of the three roles set me up for the big promotion to Regional Manager, Card Services, four years after arriving in Toronto.
