Spent many years in this game, and Canada is so public sector heavy as a market, that the govt consulting rates become defacto institutional rates. There are only like 5 banks.
The system runs on "vendors of record," where govt uses contracting agencies as a layer to keep people arms length and not employees - but also the vendors handle payments, insurance, recruiting, etc. If you want to make real money in Canada, you get out of the talent/delivery side and into scaling as a VoR where you run consultants and just handle the money. That's true everywhere, but this general contractor model defines most tech companies in the country. The only reason I don't do it it because I'm a nerd who likes to solve problems.
My rates aren't for the value of my time, it's for the value of my clients' time and how much of it I yield for them in short conversations that save entire teams weeks of burn sounding things out for themselves, or that provide the insight that moves much larger decisions. I'm not rich, but it gives me the freedom to manage my time to focus on my myriad other intense interests.
In terms of rate, learn negotiation to discover how to make the best quality deals you can independent of top line numbers, and having opinions about it without having read the foundational works is as naive as it sounds. I don't do hourly anything anymore unless I've been on the bench and have to take something (always say yes when you've been on the bench, just take the money).
Flat rate is great if you can get it (private sector only), but in between is a day rate that you bill at a minimum of 1 or a 1/2 day because when you have more than one client (e.g. not just a job) you need to price in the opportunity costs of working for one client over the other. Context switching is opportunity cost. It's not on you to get better at it for anyone, it's an economic factor you have to price in to generate positive yield on your time.
Also, there is a stupid-consultant pattern where they say, "I only do X" or "I only do day rates." and leave it hanging as a challenge to the recruiter, who very rationally will call your bluff. The correct way is, "I achieve these outcomes, and most of the time in orgs is spent waiting for things to happen, so yes the day rate is high, but not only is it worth it in the time you get back with the right outcomes and answers, but the value is you aren't paying me to wait around all week for your people either." And that's how you add clients.
I deliver so much value that my clients don't even see the money go, because there's pretty much nobody else available who is as interested in solving their problems as I am in my field. I do this because I love it.
Consulting costs in institutions are estimated around the unit of an FTE (full time equivalent), which is about 250k/year in total cost to the client. How much the person delivering the work gets is invisible to the client, and most contractors don't know what their vendor's deal with the client is. That's why it's a business. If you are talking to someone hiring contractors, they're likely measuring their costs using this figure as an anchor. Where you lose is that 4mo's of lost income from being on the bench is immensely costly, and reduces your average cash flow over a 5 year period, etc. If you don't have a plan for the cash flow to invest it in something, you're much better off as just a regular employee.