In an enlightening interview with Indigenous-SME Business Magazine, Jason Rasevych, Director of Waawoono Consultancy, reflected on how his early experiences and heritage have profoundly influenced his career in economic and business development, particularly within First Nations communities. Jason’s upbringing, deeply connected to traditional activities and resistance to colonialism, instilled in him a strong sense of cultural identity and a commitment to social justice. This foundation has guided his efforts to secure over $750 million for capital projects, including historic agreements that have empowered Indigenous communities. Jason’s leadership continues to shape the evolving landscape of Indigenous-led economic development in Canada, advocating for greater inclusion, cultural respect, and economic empowerment through adherence to principles like the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) and Free, Prior, and Informed Consent (FPIC), Treaties and Nation to Nation self government agreements.
Jason is from Ginoogaming First Nation, a Treaty #9 signatory in Northwestern Ontario. He takes his Aboriginal and Treaty rights very seriously and promotes a worldview shaped out on the family trapline at a young age.
Jason is an executive advisor with over 20 years of global experience in leading Indigenous community development and Corporate Indigenous relations strategies. and a proven track record for advancing major infrastructure projects and resource development.
He has deep knowledge of First Nations’ rights through his involvement in regulatory processes, permitting, complex tripartite negotiations between Indigenous communities, industry proponents, and governments. He is recognized as one of Canada’s top economic developers and has secured more than $750 million for capital projects, legacy infrastructure, and business expansion with Indigenous communities.
He has led in the establishment and administration of trust funds and wealth management vehicles for settlements and own source revenue generation, collectively managing close to a $1 Billion earmarked for First Nations’ beneficiaries.
Jason has served on the boards of several Indigenous organizations and professional and non-profit associations and in 2019 he co-founded the Anishnawbe Business Professional Association to advocate for the inclusion of Indigenous business in the overall economy.
With over 20 years of experience in economic and business development, particularly with First Nations communities, what inspired you to focus your career on these areas, and how has your heritage influenced your work?
My worldview was shaped at a very young age. I was exposed to traditional activities out on the land in the family trapline that involved exercising Aboriginal Treaty Rights. I did not know it at the time but the special connection to the land and the work ethic and spirituality that comes with the culture was hardwired into my well-being as a youth. Also, when I was younger, I attended the OKA rallies in the early 90s and attended blockades in my community which exposed me to the resistance of assimilation and colonialism. I chose to study business and dedicate my journey to economic empowerment for First Nations to balance the playing field and pursue equality and social justice. I also had some great mentors / knowledge keepers that passed on a leadership style and cultural wisdom that guides me to this day.
You’ve successfully secured over $500 million for capital projects, including the largest infrastructure investment in Ontario’s history. Can you share some key strategies or approaches that have led to these achievements?
Each project that I have been involved in has been unique, whether its natural resource development in mining or forestry, infrastructure development of roads or transmission corridors or the development of energy generation projects. I believe the common factor in these projects moving forward to achieve social license has been a grassroots (bottom up) approach to planning, negotiations and implementation. Also a strong communications plan is important that leverages the First Nations knowledge of the land, the values for relationship building and the methodology for industry / government relations / partnerships. The core values around Treaty relationship, Inherent Rights and Responsibilities, First Nations’ laws and policies and the requirement for companies to respect that position has been crucial.
How did your involvement in the historic agreement with the MNRF, allowing three First Nations to take over forest management of the Ogoki Forest, impact the communities involved, and what lessons were learned from this experience?
The three (3) First Nations of Aroland, Eabametoong and Marten Falls have long been excluded from decision making in their traditional territories and this project put them in a position to become the landlord of the Ogoki Forest. After years of building capacity and working with forest management partners the local sawmill (Nakina Lumber) the Nations were able to build capacity to write the 10-year forest management plans, the annual work schedules the road construction and operation and silviculture plans for the unit. This also put them in a position to develop employment and training and business contracting opportunities that they have not seen in the past.
As a co-founder of the Anishnawbe Business Professional Association and an advocate for Indigenous business in the northern economy, what are the biggest challenges and opportunities you see for Indigenous entrepreneurs today?
Some of the biggest challenges for Indigenous entrepreneurs are scaling their business to support the growth in their traditional lands. Indigenous businesses are growing at 9 times the Canadian average and require access to affordable capital to meet the needs of the local markets. This means that financial institutions must create programs that support the start up and growth of Indigenous entrepreneurs. There are Indigenous financial institutions like NADF (Nishnawbe Aski Development Fund) apart of the National Aboriginal Capital Corporation (NACCA) network that serve Indigenous business to bridge the gap. There are also other challenges we see in procurement policy for industry proponents that need to strengthen the criteria to ensure Indigenous participation is going to happen.
Given your extensive work with various boards and committees, how do you see the role of Indigenous-led economic development evolving in Canada, particularly in the context of government and corporate adoption of the United Nations Declaration on the Rights of Indigenous Peoples and the Free, Prior, and Informed Consent principles?
With over 500 Indigenous economic development corporations in Canada, more First Nations are maximizing opportunities in their traditional lands and pursuing industry specific strategies. The concept of the $100 Billion Indigenous Economy is transpiring as the blueprint for economic development has been set with set aside contracting and commitments to Indigenous spend across the country. More and more companies will be required to report on their Indigenous policies around UNDRIP / FPIC and disclose information on Indigenous hires and Indigenous spend. This means education, cultural awareness training, cultural safety and having the policy and systems in place to integrate Indigenous knowledge into the corporate culture is going to be a must have for companies that are going to comply with the Truth and Reconciliation Commission Call to action #92. Adhering to UNDRIP and FPIC is important but also acknowledging Treaties, Hereditary systems and First Nations inherent laws must be apart of the journey.
