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Himal Mathew, head and shoulders, looking directly at the camera, against a plain wall.
Founder

Himal is a trusted advisor to businesses and their leaders, known for transforming organizations and helping their leaders for more than 40 years. Himal serves on private company boards and on the management teams of Fathom clients.

Publicly credited

He was publicly credited with creating the strategy that won the NBA franchise for the Toronto Raptors in a hotly contested franchise battle.

See Prehistoric: The Audacious and Improbable Origin Story of the Toronto Raptors by Alex Wong.

Boards and service

Himal’s volunteer activity includes having served on the Board of Covenant House Toronto and Chairing the Fundraising Committee there, as well as serving on the Board of the Bishop’s College School Foundation, where he was Chairman for six years.

Origins

Born in the Himalayas, Himal has lived on three continents and came to Canada with his late parents as refugees from the Biafran war.

In his own words

As a Partner in the largest independent PR firm in Canada in the early 2000s, people started asking me to help them solve business problems.

What they asked
“My consumer & small biz division is broken, it’s bleeding money, can you help me fix it?”
Telecom President
“We spent $400+ million on this business in the U.S., but the topline has been stuck in neutral for 3 years. Can you tell us what is going on & how to grow it?”
Pension Fund CEO
“What do I need to do to make this business attractive to an acquirer?”
Manufacturing CEO & Founder

I was good at solving these kinds of problems, so when we sold the PR firm I started Fathom. Today I help CEOs and Boards think clearly, make better decisions, and solve high-consequence business problems. I’ve worked across manufacturing, technology, financial services, healthcare, consumer products and other industries. I’ve learned that while businesses differ, some underlying patterns are often consistent.

Over time, something unexpected happened. CEOs began calling, not always about strategy, but about issues they couldn’t easily discuss with anyone else: Board dynamics; Shareholders; Leadership; Succession; Structure. Those confidential conversations have become one of the most rewarding parts of my practice.

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