MacDonell, an intellectual property lawyer turned tech entrepreneur, offers a unique perspective. As the founder of Haloo, a legal tech startup, she has witnessed firsthand the contrasts between these two worlds. “Law firms aren’t perfect,” she admits, “but they are very advanced in DEI compared to other industries.” This may come as a surprise to many, given the legal profession’s historical reputation for being slow to change.
Part of this progress can be traced to Canada’s distinct approach to DEI. Unlike the U.S., where DEI initiatives have faced pushback—particularly during the Trump administration—Canada has embraced a more structural and culturally driven model. Rather than relying on quotas or checkboxes, Canadian law firms have focused on building awareness and fostering long-term change. This approach has helped create a more resilient foundation for DEI efforts.
Still, the legal field has its own challenges. Women, for example, are well-represented in law overall but remain underrepresented in senior roles. This disparity, while problematic, reflects more progress than what is seen in tech. The technology sector, MacDonell notes, often feels like stepping back in time. Women are underrepresented at every level, and marginalized groups face even greater barriers. The funding landscape exacerbates these inequities, with women—especially Black and Indigenous women—facing monumental challenges in securing venture capital.
MacDonell’s own journey highlights the potential for change. When she founded Haloo, she set out to create a company where DEI wasn’t an afterthought but a foundational principle. Today, more than half of Haloo’s board is made up of women, and over 60% of its investors come from underrepresented groups. This isn’t about checking boxes; it’s about building a structure that inherently values diversity and inclusion.
For MacDonell, the key to meaningful progress lies in proactive strategies. Rather than relying on job boards or DEI statements, Haloo engages directly with underrepresented communities. This “welcoming strategy” involves building relationships with Indigenous organizations and other groups to understand their needs and create opportunities for real inclusion.
At the heart of this effort is a broader vision: economic equity. MacDonell argues that true DEI isn’t just about social justice—it’s about ensuring historically excluded groups gain representation in wealth and power. “Once you have representation in wealth and power,” she says, “you don’t need social justice efforts anymore.” In a system where capitalism deeply influences democracy, building economic opportunity for marginalized groups is the most durable path to systemic change.
MacDonell emphasizes that while law firms have made significant strides in DEI, there is still room for improvement. For instance, women are well-represented in the legal profession overall, but they remain underrepresented in senior positions. This imbalance is a reminder that even in a progressive field like law, systemic barriers persist. However, this disparity is still less pronounced than in the tech sector, where women and marginalized groups face even greater challenges. In tech, the lack of representation is stark, with women underrepresented at every level and marginalized groups facing even greater hurdles. The funding landscape further exacerbates these inequities, as women—especially Black and Indigenous women—find it extraordinarily difficult to secure venture capital. MacDonell likens the odds of a woman securing funding to winning a lottery or becoming a pop star, highlighting the systemic barriers that persist.
Haloo’s approach to DEI stands out as a model for meaningful change. MacDonell’s vision for the company was not just to create a legal tech startup but to fundamentally redefine how organizations approach inclusion. At Haloo, diversity and equity are not afterthoughts but core principles embedded in the company’s structure. The company’s board is more than half women, and over 60% of its investors come from underrepresented groups. This is not about checking boxes or meeting quotas; it’s about creating a leadership team that reflects the diversity of the world it serves. MacDonell believes that true inclusion requires more than just hiring diverse talent—it demands a cultural shift that values and empowers underrepresented groups at every level.
One of the key flaws in many organizations’ DEI efforts, according to MacDonell, is their tendency to retrofit diversity initiatives onto existing structures. This approach often fails because it does not address the systemic issues that prevent inclusion. DEI officers are often tasked with solving problems that are deeply ingrained in the organization’s culture, making it nearly impossible to achieve meaningful change. In contrast, Haloo’s strategy is proactive and rooted in direct engagement with underrepresented communities. The company builds relationships with Indigenous organizations, band offices, and similar groups to understand their needs and create opportunities for inclusion. This “welcoming strategy” goes beyond public statements or diversity training; it involves real action and a commitment to addressing historical barriers.
At the heart of MacDonell’s vision for DEI is the goal of economic equity. She argues that DEI efforts should not be confused with social justice initiatives. While social justice is important, true DEI aims to create systemic change by ensuring that historically excluded groups gain representation in wealth and power. “Once you have representation in wealth and power,” MacDonell says, “you don’t need social justice efforts anymore.” In a system where capitalism deeply influences democracy, building economic opportunity for marginalized groups is the most durable path to systemic change. For MacDonell, this means creating pathways for underrepresented groups to build wealth and influence, which in turn shifts the balance of power in society.