By Bryan Hansen
In the heart of Canada, a woman of many talents is making waves in the world of business and Indigenous communities. Buffy Handel, a member of St. Theresa Point First Nation, located 290 kilometres southeast of Thompson, Manitoba is an award-winning entrepreneur, artist, educator, and Executive Director of a thriving non-profit. Handel is not just a leader but a cultural custodian whose work transcends disciplines and international borders from Canada to Germany. Her journey demonstrates the power of blending tradition with modernity, creating a narrative that is both inspiring and essential in today’s pursuit of economic reconciliation and diversity.
Handel’s work has recently taken her from Canada to Las Vegas. “When you’re in Thompson, things move at a slower pace, which is natural for smaller communities,” she says, reflecting on the contrast between the two places. “But Vegas? It’s a whole different world. The pace is astounding.” This observation isn’t merely about speed; it’s a commentary on the frenetic energy of business in a city that never sleeps—a stark contrast to the measured rhythm of Indigenous communities.
In Vegas, Handel witnessed firsthand the rapid changes that define the city’s landscape, particularly the transformation of the Mirage, a project now led by the Seminole Tribe. “It’s fascinating to witness. A prime example of this is the Mirage, which is being torn down because the Seminole Tribe purchased it and is planning to completely redo the hotel… one minute a big corporation decides on the future of a building, 24 hours later there’s a completely different concept in place,” she explains. But for Handel, the pace of change is not just about buildings rising and falling—it’s about the policies and rules that govern these developments, especially in the context of Indigenous engagement.
“Take capital projects, for example,” she says. “If a First Nations community [in Canada] needs federal funding to build something like a water treatment plant, industry players will put in bids to win the job. Some of these projects have policies that require at least 30 percent of the workforce to be Indigenous. But the reality is, not every First Nations community has the skills to fill that quota.” This reality, she points out, often leads to a superficial compliance with the rules rather than a meaningful engagement. “There should be a more nuanced approach. It’s all about negotiation and respect,” Handel insists.
Respect and mutual benefit are recurring themes in Handel’s philosophy. “A mutually beneficial relationship, by definition, means both parties gain something of value. It’s essential to ask, ‘Who’s winning here?'” she challenges. This question is central to the work of reconciliation—ensuring that partnerships between businesses and Indigenous communities are not one-sided but foster growth and prosperity for all involved.
This approach ties back to broader national and international issues, such as Canada’s initial reluctance to endorse the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) in 2007, particularly around the principle of free, prior, and informed consent. Handel, who works extensively in this area, offers a piece of advice that is both straightforward and profound: “Silence is consent. If you don’t speak up, ask questions, or engage in negotiations, you’ve essentially agreed through your silence.”
Yet, when it comes to silence, Handel is acutely aware of the challenges that Indigenous communities face, particularly the issue of capacity. “That’s where asking questions becomes crucial. You won’t be held liable for simply seeking clarification. It’s important to go back to the basics,” she emphasizes. For Handel, these basics are rooted in traditional Indigenous teachings that have guided her throughout her life and business ventures.
Handel’s teachings, many rooted in a traditional story she shared about the tikinaagan—the traditional baby board used by Ojibwe women to carry their children—serve as an insightful metaphor for her approach to life and business. Just as a child learns to listen first, watch second, and only then earn the right to do things, Handel believes that true success, whether personal or professional, follows these same principles.
In a world where quick decisions and instant gratification often dominate, Handel’s philosophy is a reminder of the power of patience, observation, and earned achievement. “When a baby is in the womb, their first skill is the ability to listen. After birth, when placed in the tikinaagan, they watch and observe everything around them. As they grow, they earn the right to use their hands and do things,” she explains. This process of learning—listening, observing, and earning—forms the foundation of Handel’s approach to building meaningful, sustainable relationships, whether in her community work, her business ventures, or her mentorship of young leaders.
Handel’s commitment to these teachings is perhaps most evident in her work with youth. In 2013, Handel was awarded the Queen Elizabeth II Golden Jubilee medal for her contribution and accomplishments in cultural education and her commitment to youth development. Having mentored thousands of young people throughout her career, she sees them as the future leaders who will carry forward the values and traditions she holds dear. “Youth are at a critical stage where they’re developing their sense of identity and purpose,” she says. “By teaching them to listen first, watch carefully, and only then take action, we’re equipping them with the tools they need to navigate the complexities of the modern world without losing sight of their cultural heritage.”
Handel’s mentoring approach is holistic, addressing not just the professional but also the spiritual, emotional, and physical well-being of her mentees. “These young adults have far exceeded expectations in becoming active role models and recognized mentors themselves,” she proudly notes. For Handel, guiding youth is not just about imparting knowledge; it’s about nurturing the next generation of leaders who will embody the values of respect, integrity, and community. “They are a small part of what I know is my life’s purpose,” she adds, accentuating the deep sense of responsibility she feels in shaping their futures.
Just as the tikinaagan guides a child through the stages of growth, Handel’s teachings guide us back to the basics of business and reconciliation. They remind us that success is not just about fast-paced deals or financial gain, but about listening to those around us, observing the needs of our communities, and earning the right to lead through respect, patience, and integrity. These are the principles that have guided Handel in her journey, and they are the principles that she imparts to others as she continues to shape the future of Indigenous engagement and economic reconciliation.
Handel’s business acumen is as impressive as her cultural knowledge. With 17 years of experience, she has developed a set of five principles that guide her entrepreneurial ventures. “First, always have a plan, including a budget. Second, you don’t need debt to grow. Third, develop quality, mutually beneficial relationships. Fourth, always seek the best investment opportunities. And fifth, never forget about generosity,” she advises.
On the topic of debt, Handel’s perspective is both clear and strategic, grounded in years of experience and wisdom. “There’s good debt and bad debt,” she explains, drawing a crucial distinction that many entrepreneurs overlook. “Bad debt refers to things that lose value as soon as you acquire them. These are the purchases that, while tempting, don’t contribute to your long-term financial health or business growth. For example, expensive cars, luxury items, or high-interest loans for non-essential expenditures—these are liabilities that drain resources without providing a return. They might offer short-term satisfaction or status, but in the long run, they erode your financial stability and limit your ability to invest in meaningful opportunities.”
Handel emphasizes that avoiding bad debt is not just about being frugal; it’s about being strategic with your resources. “Good debt, on the other hand, is an investment that has the potential to generate a return. This includes things like financing for business expansion, education, or purchasing assets that will appreciate over time. When you take on good debt, you’re using borrowed money to build something of lasting value, something that will enhance your ability to generate income and create wealth.”
For Handel, the key is to evaluate each financial decision through the lens of long-term impact. “It’s about being mindful and disciplined,” she says. “You have to ask yourself: Will this debt help me grow, or will it hold me back? Will it open doors to new opportunities, or will it close them off by tying up my resources?” This approach has allowed Handel to expand her business ventures across Canada and Germany without falling into the trap of excessive or unnecessary debt. It’s a lesson she imparts to the young entrepreneurs she mentors, urging them to prioritize sustainable growth and financial independence over short-lived gains.
Handel’s life and work are a compelling example of how traditional Indigenous values can inform and enhance modern business practices. Her story is a reminder that true reconciliation requires more than just policies and quotas—it requires genuine, respectful partnerships that recognize the value of diverse experiences and perspectives. As Handel puts it, “The most intelligent leaders I’ve met are the ones who listen first, speak second, and ask questions.” This wisdom, rooted in her culture, is the foundation of her success and a guiding principle for others seeking to build meaningful relationships with Indigenous communities by going back to the basics.
In a world that is changing quickly, where the lines between tradition and modernity often blur, Handel’s five business principles and tikinaagan teachings offer a path forward—a way to blend the wisdom of the past with the opportunities of the present. By listening first, watching carefully, and earning our place in the world, we can build businesses and communities that are not only successful but also grounded in respect, mutual benefit, and lasting value.