What Every Atlantic Canadian Business Owner Needs to Know in 2026

What Every Atlantic Canadian Business Owner Needs to Know in 2026

By Bob McTaggart

Atlantic Canada has always done business a little differently.

Relationships matter.

Reputation matters.

Trust matters.

Whether you're running a fishing company in Newfoundland and Labrador, a construction firm in Nova Scotia, an accounting practice in New Brunswick, a tourism business on Prince Edward Island, or a growing technology company anywhere across the region, people still like doing business with people they know and trust.

Artificial intelligence doesn't change that.

If anything, it makes trust even more valuable.

Over the past year, I've spoken with many business owners who are excited about AI. They see opportunities to save time, improve customer service, create better marketing and become more competitive.

They're right.

But I also hear another question.

"How do we make sure we're using it properly?"

I believe that's the conversation every business should be having.

Not because governments are demanding it today, but because customers, insurers, business partners and regulators are all moving in the same direction.

They increasingly expect organizations to use artificial intelligence responsibly.

AI Has Already Arrived

Many business owners still think of AI as something coming in the future.

I don't.

It's already here.

Employees are using ChatGPT to draft emails.

Microsoft Copilot is helping prepare reports.

Marketing teams are creating advertising copy.

Businesses are summarizing meetings.

Customer service departments are preparing responses.

Bookkeepers are analyzing data.

Consultants are researching clients.

Engineers are accelerating design work.

The question isn't whether AI is entering Atlantic Canadian businesses.

It already has.

The real question is whether leadership understands where it's being used and how it should be governed.

Atlantic Canada's Economy Makes Trust Even More Important

Atlantic Canada is home to thousands of small and medium-sized businesses.

Many serve local communities.

Many supply larger Canadian organizations.

Others export products and services around the world.

The region's economy includes:

• fisheries and seafood

• shipbuilding

• transportation

• energy

• forestry

• agriculture

• tourism

• professional services

• healthcare

• universities and research

• growing technology companies

Every one of those sectors is beginning to adopt artificial intelligence.

Every one of them also depends on trust.

That's why I believe governance is becoming a competitive advantage rather than simply another compliance exercise.

The Legal Landscape Is Still Developing

One of the biggest mistakes businesses can make is assuming the legal framework is already settled.

It isn't.

Across Canada, governments continue examining how existing privacy legislation, employment law, consumer protection, human rights legislation and sector-specific regulation apply to artificial intelligence.

Some provinces will introduce new legislation.

Existing legislation will be amended.

Regulators will publish guidance.

Court decisions will clarify how the law should be interpreted.

Insurance companies will adjust underwriting.

Large organizations will introduce procurement requirements.

If history teaches us anything, this process could easily take the better part of a decade.

That's normal.

It's how governance has always developed.

AI for All Signals Canada's Direction

The federal government's AI for All strategy sends an important message.

Canada intends to embrace artificial intelligence.

The conversation is no longer about whether organizations should adopt AI.

It's about helping Canadians use it responsibly while maintaining public confidence.

To me, that's significant.

It tells businesses that responsible adoption—not avoidance—is the direction of travel.

Atlantic Businesses Don't Operate Alone

Many Atlantic Canadian companies export products, provide professional services or work within national and international supply chains.

That means international governance matters.

The European Union's AI Act is a good example.

Even businesses with no office in Europe may encounter European governance expectations if their products, software or services are used by organizations operating within the European Union.

Large multinational organizations often adopt one governance standard across all suppliers.

That means Atlantic Canadian businesses may be asked questions about AI governance long before Canadian legislation requires it.

Procurement Is Quietly Changing

Customers are beginning to ask different questions.

Do you have an AI policy?

How do employees use AI?

Can confidential information be entered into public AI systems?

Who reviews AI-generated work?

Can you demonstrate meaningful human oversight?

How do you reduce bias?

Can you explain your governance process?

If you've completed cybersecurity questionnaires over the past several years, this should feel familiar.

I believe AI governance is following a similar path.

Insurance Is Paying Attention

Insurance companies don't wait for legislation before evaluating emerging risks.

Artificial intelligence introduces new questions.

How are important decisions reviewed?

How is confidential information protected?

Who remains accountable when AI contributes to business decisions?

Can leadership demonstrate reasonable governance?

Good governance doesn't eliminate risk.

It demonstrates that an organization acted responsibly and in good faith.

That's an important distinction.

Good Governance Doesn't Need to Be Expensive

Many business owners assume governance means complicated software and expensive consulting projects.

I don't see it that way.

Governance begins with leadership.

Know where AI is being used.

Understand what information employees are sharing.

Decide where human judgment must always remain involved.

Train your people.

Review important work before it leaves the organization.

Document your thinking.

Improve your process over time.

Those are management responsibilities.

They always have been.

Artificial intelligence simply makes them more important.

Where I Believe Things Are Heading

In my opinion, Atlantic Canada is well positioned.

The region has always valued relationships, practical decision-making and community trust.

Those qualities matter even more when artificial intelligence becomes part of everyday business.

I don't believe organizations will succeed simply because they use AI.

They'll succeed because customers trust how they use it.

That's an important difference.

Over the coming years we'll almost certainly see additional legislation.

We'll see court decisions that reshape expectations.

We'll see regulators publish guidance.

We'll see insurance companies refine underwriting.

We'll see procurement departments introduce new governance requirements.

Some predictions will prove accurate.

Others won't.

That's simply how governance evolves.

Businesses don't need perfect answers today.

They need reasonable decisions based on the best information available today, while remaining flexible enough to adapt tomorrow.

Five Things You Can Do This Month

You don't need to wait for another law.

You can begin today.

1. Identify where AI is already being used throughout your organization.

You may discover far more activity than you expected.

2. Create a practical AI Use Policy.

Simple policies people understand are usually more effective than lengthy policies nobody reads.

3. Decide which business decisions always require meaningful human review.

Not every decision carries the same level of risk.

Identify the ones that matter most.

4. Train managers before problems arise.

Leadership—not technology—is ultimately responsible for governance.

5. Begin documenting governance decisions.

Documentation demonstrates that your organization acted thoughtfully and in good faith using the information available at the time.

Moving Forward From Today

Artificial intelligence is already changing how Atlantic Canadian businesses compete.

The legal framework governing its use will continue evolving for years.

That shouldn't discourage anyone.

It should encourage us to build strong foundations today.

The organizations that succeed won't be the ones trying to predict every future regulation.

They'll be the organizations that understand where AI is being used, involve people where judgment matters, document important decisions and remain willing to improve as expectations evolve.

Atlantic Canada has built its reputation on trust, resilience and practical leadership.

I believe those same qualities will become some of the region's greatest advantages as artificial intelligence becomes an ordinary part of doing business.

Editor's Note

Artificial intelligence governance continues to evolve rapidly across Atlantic Canada, Canada and internationally. This article reflects publicly available legislation, regulatory guidance, government announcements and other publicly available information available at the time of publication. Future legislation, court decisions and regulatory interpretation will continue shaping AI governance over the coming years.

Legal Disclaimer

This article is provided for educational and informational purposes only and reflects the author's opinions based on publicly available information available at the date of publication. It is not intended to constitute legal, regulatory, insurance or professional advice. Artificial intelligence legislation, regulatory guidance and judicial interpretation continue to evolve. Organizations should obtain advice from qualified legal, privacy, regulatory or insurance professionals before making decisions relating to AI governance or compliance. References to legislation, government initiatives and international frameworks are intended to promote awareness and should not be interpreted as definitive statements of legal obligation.

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