Business in Edmonton - December 2021 by Business in Edmonton Magazine

DECEMBER 2021 | $3.50 BUSINESSINEDMONTON.COM

LIVING THE VALUE

of Giving Back

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T. MARSHALL SADD TALKS ABOUT COMMUNITY BUILDING AND WHY IT’S VITAL TO PERSONAL, PROFESSIONAL AND SOCIETAL SUCCESS.

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Supporting the visions of entrepreneurs one story at a time. Volume 9 | Number 12

REGULAR COLUMNS

Removing Barriers Boosts Business Confidence in Edmonton By John Liston

Recommendations for an Alberta-Made Manufacturing Strategy By David MacLean

Edmonton Chamber of Commerce

CONTENTS COVER FEATURE

iving the Value of L Giving Back T. Marshall Sadd talks about community building and why it’s vital to personal, professional and societal success By Nerissa McNaughton

ON OUR COVER: ABOVE: T. MARSHALL SADD PHOTO SOURCE: EPIC PHOTOGRAPHY INC.

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DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

iftboss Inc. was established in May 2006 by four partners John and Andre Gagnon, Dale Beatty and Marc Tougas to be a one stop shop dealership for all material handling needs. Having worked in the industry before, the four partners, pooled all there resources, previous experience together and designed a new business model to fill iftboss Materials Handling congratulates the much needed niche that the industry needed. year’s owned nominations for Business Liftboss Inc.all is this an Alberta and operated in Edmonton and Business in Calgary dealership, offering new and used equipment sales, As one offorklift our principles had a totalLeaders. parts department, rentals, forklift the honorand of receiving the Leader of training, trained certified mechanics to perform invehicles 2013, we all repairsTomorrow in shop andaward service torecognize handle on site repairs.the Liftboss Inc. prides self on quick response nominees. Theyit’s contribute greatly to time toour customer’s breakdowns. communities and should be recognized

for their personal integrity, values, business

adding JCB construction equipment in 2017 has been a great addition, and has made Liftboss Inc. even more visible in the heavy equipment industry in Alberta. They will always stay true to their material handling roots, but having an established and well respected construction line has solidified the fact that Liftboss Inc. is here for the long haul and ready to compete.

presented some challenges, but has also proven how amazing and a rental, Whether you are lookingour for staff a neware, machine, shown the strengths in our team and service or parts on an existing unit, or simply want Material handling give and them forklifts aprocesses. second option on something, a call and were, and to be,you a huge they will be continue happy to point in thepart rightof direction. what Liftboss Inc. has grown butbased As a group, Liftboss Inc. do whatfrom, they do on four core values: doconstruction what you say line you has will in a welcoming the JCB timely manner;strengthened be open and honest; do whatever it only further the company. takes; and serviceto the customer above all else. As We are excited move into our new each department grows, each team member location on the NW side of Edmonton, is held accountable to those principles, their focus where renovations are almost complete, is to be a quality company that people and to open a third branch in 2022 to are proud to work for. service Grande Prairie and surrounding area. Having an established and well-respected construction line has solidified the fact that Liftboss Inc. is here for the long haul and ready to compete.

Customer service community was the reason the company initiatives, involvement, was born, and has captured an impressive share innovation and philanthropy. Congratulations of business for Liftboss. In the past 3 years, the to you all. downturn in the Alberta economy has definitely affected the sales activity, but comparatively Liftboss established in May 2006 the service and Inc. partswas business has bysubstantial four partners to be a one-stop shop noticed growth. The dealership for all material handling needs. sales team builds portfolios for Havingneeds worked the industry before, the each client’s and in service preferences; this way,pooled they canallhave four partners their resources and a conversation withtogether a client instead the future of construction equipment. experience andIntroducing designed a new Whether you are looking for a new machine, of simply walking them around themuch-needed business model to fill the a rental, service or parts on existing The new JCB Hydradig is the world’s first wheeled excavatoranand showroom. Their clients niche. appreciate service focused Liftboss Inc. is an unit, or simply want a second option on tool carrier designed for purpose and built without compromise. the attention and reward them with Alberta owned and operated dealership, something, give us a call and we will be Travel to—and around—work sites faster than ever, maneuver into repeat business and referrals.

offering new and used material handling happy to point you in the right direction. As tight spaces with greater safety, and apply the right attachments and construction equipment sales, a total a group, Liftboss Inc. is based on four core Material handling and forklifts werewhere and continue to be they’re needed. parts department, forklift rentals, forklift values: do what you say you will in a timely a huge part of what Liftboss Inc. has grown from, but Contact Liftboss JCB formanner; more information. training, trained and certified mechanics be open and honest; do whatever to perform repairs in shop and service it takes; and service the customer above vehicles to handle on site repairs. Liftboss all else. As each department grows, each Inc. prides itself on quick response time to team member is held accountable to those customers’ breakdowns. principles providing everyone opportunity to continually grow within the company. Our The recent downturns in the economy focus is to be a quality company that people and facing the pandemic have definitely are proud to work for.

EDMONTON BRANCH 7912 Yellowhead Trail Edmonton, AB (780) 474-9900

CALGARY BRANCH 8010 40 Street SE Calgary, AB (403) 301-0041

LiftbossJCB.com

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Supporting the visions of entrepreneurs one story at a time. Volume 9 | Number 12

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CONTENTS THIS MONTH’S FEATURES

COMPANY PROFILES

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W hissell Contracting Celebrates 50 Years

Edmonton Continuing Education: in Transition The CE new normal By John Hardy

T he VETS Group

Celebrates 100 Years

The Gentlemen Pros

B OMA Edmonton News Winter 2021

Celebrates 20 Years

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DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

REMOVING BARRIERS BOOSTS BUSINESS CONFIDENCE IN EDMONTON // JOHN LISTON

Removing Barriers Boosts Business Confidence in Edmonton BY JOHN LISTON, VICE PRESIDENT, ALBERTA ENTERPRISE GROUP

ast month we spoke about the economic role of government encouraging commerce and clearing barriers for citizens and businesses. With that in mind we would like to share our inquiries into the City of Edmonton, and their efforts under the new city manager, Andre Corbould. Alberta Enterprise Group met with the Brigadier General turned city manager soon after he began in January. We relayed members’ concerns about permits, re-zoning, time delays and the regulation of building our city. No one complained about the rules, they just wanted a clear set of expectations up front and then a partner in navigating the process. The faster businesses get through permitting, the sooner they can build the city. That is what we all want isn’t it? Recently, Mr. Corbould introduced us to the people taking charge of a city initiative to improve. As Stephanie McCabe, Deputy City Manager, said: “We have been working on this mindset shift for over four years. We don’t use the terms ‘red tape’ or ‘regulator.’ We believe what we are doing is being efficient and providing customer service. We don’t see it as providing permits; we are working with our partners to build our city. We are 100 per cent committed to this.” She continued, “These efforts between 2018 and 2021 will save customers and businesses 261,000 days and $4.6 million annually as a result of these improved processes.” By eliminating some requirements and expediting others, permit approval times have reduced dramatically – some as much as 90 per cent. David Knight Legg, founding CEO & board senior advisor at Invest Alberta, has been tasked with selling Alberta to the world and there have been some incredible results of recent. Asked about working with the City of Edmonton,

he commented, “In Edmonton you’ve got a phenomenal city management team led by Andre Corbould. They’ve thought a lot about things. We’ve brought in prospective developers to meet with them to really sit down and talk through what it takes. To think about what the best kind of policy environment would be and permitting environments that you can build more effectively, better, faster; to more creatively solve issues that are kind of dated. The city is a huge asset for our regional attraction.” Brad Hoffman, executive vice president of Panattoni Development Company shared the same sentiment. “We are a large developer in eight countries and have millions of square feet currently in development. We really enjoy working with our partners at the City of Edmonton. I say partners because we really feel in lock step with Stephanie and the whole team. They listen, they set clear expectations, and expect the same from us. I feel very confident in the city. There is a high level of trust and accountability both directions, and it has allowed us to be much more efficient and effective. With this mindset we are building more, faster, and in the end that builds Edmonton, creates tax revenue; it only makes sense that we build where partners make is easy and efficient to do business!” There is good work happening at the city of Edmonton. Leaders are creating a city-building culture, and businesses are starting to see results. The commitment to reducing barriers is progress both for businesses and for Edmontonians who want to see their city change and grow. There is still work to do, and ongoing progress will be good for everyone involved.

ALBERTA ENTERPRISE GROUP (AEG) PUTS ALBERTA BUSINESSES FIRST BY SHARING INFORMATION, ADVOCACY AND BUILDING BRIDGES TO NEW MARKETS. AEG MEMBERS ARE BUSINESS OWNERS, SENIOR EXECUTIVES, INVESTORS AND ENTREPRENEURS REPRESENTING FIRMS IN EVERY MAJOR ALBERTA INDUSTRY. AEG MEMBERS EMPLOY OVER 100,000 ALBERTANS AND GENERATE BILLIONS IN ECONOMIC ACTIVITY EACH YEAR.

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2021

TACADA:

WE GOT HERE BY BEING INTENTIONAL

acada is a family real estate company with a responsibility to last generations. Launched in 1993, the company has grown to be one of Western Canada’s largest builders, having built more than 10,000 homes and developing in excess of 4,200 lots in addition to many quality properties throughout the west. “My father, Ralph, has been in the home building business, or as he calls it ‘the shelter business,’ since the late 60s,” explains Casey Hutchinson, chief strategy officer. “He founded Daytona Homes in Edmonton. When I joined in 2005, we had two corporate groups: Daytona Homes and Hutchinson Acquisition Corp. I was part of the acquisition group.” In 2019 the two groups merged to form Tacada. He calls the outcome “exciting,” saying that, “This allowed us to optimize our resources with a focus on our core competency in real estate and to set a course for the long haul, diversified in both asset class and geography.” Through the years the family business has realized a number of milestones including transitioning leadership through

succession and significant expansion outside of Edmonton. Today Tacada, with it’s six unique brands, is active in Calgary, Grand Prairie, Lethbridge, Regina, Saskatoon, Winnipeg and more recently, Vancouver Island and the Okanagan. “There has been some international development as well, adds Hutchinson. “We learned how to scale our business to different geographic areas in pursuit of opportunity and sustainability. Our advisors urged us to continue to work at this, so we found an opportunity overseas.” The growth and success of Tacada is in no way accidental. It has always been underpinned by strategic planning and intention. Hutchinson says, “There is a line my father has entrenched, ‘if it is to be, it’s up to me.’ This really defines our entrepreneurial drive. We have a true passion and care for the ‘shelter business’ and delivering to the needs of the consumer, along with a genuine curiosity to advance and learn and grow. Behind the entrepreneurial spirit is a discipline that has truly evolved. That discipline has allowed us to build homes and properties at the scale that we do in terms of numbers or geography and

TOP: CASEY HUTCHINSON – CSO, RALPH HUTCHINSON – CHAIRMAN AND TALLY HUTCHINSON – CEO. RIGHT: TOGETHER WITH JOEY MOSS, THE EDMONTON DOWN SYNDROME SOCIETY, AND WINNIFRED STEWART ASSOCIATION, DAYTONA HOMES AND ITS TRADE PARTNERS BUILT JOEY’S HOME TO PROVIDE A SAFE, COMFORTABLE, AND AFFORDABLE ENVIRONMENT FOR YOUNG PEOPLE WITH DEVELOPMENTAL DISABILITIES TO LIVE ON THEIR OWN, BUT STILL HAVE THE COMFORT OF HAVING SOMEONE AVAILABLE IF NEEDED AS WELL AS ASSISTED-LIVING FOR SENIORS.

to always do so with quality. We got here by being intentional and never wavering from the things that mean the most to us – defined family principles, engraved philanthropic values, an entrepreneurial DNA, and the commitment for sustainable stewardship over generations.” “Our biggest challenge with this commitment for sustainable stewardship over generations is to meet the changes ahead with the continued ability to learn, adapt and grow,” he continues. “The world is changing. We must take a proactive stance for the needs of housing, community, partners, and other factors like social shifts, economics and even business succession. We need to be adaptive and open minded.” Giving back forms a very large part of the corporate culture. “Giving back is part of our DNA” says Hutchinson. “We set a targeted percentage annually to give back and have donated time and funds to a variety of interests, including the Winnifred Stewart Association. We have donated close to $1 million over the past 24 years to the Edmonton Down Syndrome Society and support youth and children’s hospitals and education.” He continues, “Today’s ESG elements (environmental, social, governance) have been embraced, with the same attention and planning as other parts of our business, resulting in a road map for giving back. It helps us be thoughtful and effective in our activities. I’d like to say we have been very proactive. We don’t have it all figured out but we are learning and have the engagement of our entire staff. ESG matters to us, not just in our charitable interests, but for the environment and our people as well. Tacada and it’s brands are recognized as ESG leaders and that means a lot to us.”

wherever we grow. They understand our business and needs because they take the time to develop a personal relationship alongside the business relationship. The fact that they are forward thinking like we are also aligns well.” Hutchinson feels that ATB focuses on Alberta businesses with a deep understanding of the province’s business culture, resulting in seamless processes and resources to help those companies grow locally, and beyond. On behalf of the ownership and management, Hutchinson says a very big thank you to the team. “I could go on forever about how passionate and caring our staff and people are in their efforts to build homes in all forms. We are also very grateful our clients have chosen Tacada and our brands, and that enables great people to do what we do best. Thank you!” Moving forward, Tacada is excited to continue learning, adapting, and growing. “We will continue to expand our offerings as a home builder and property developer. Housing forms are changing, and we must change with them while always living up to and exceeding expectations of environmental and social stewardship.” Learn more at tacada.ca.

ATB is part of Tacada’s growth and journey. “Working with ATB has been extremely positive,” says Hutchinson. “They have always been there to support us with lending as we expanded, not just in Edmonton or Alberta but

ATB is pleased to present a 2021 profile series on the businesses and people who are facing challenges head-on to build a strong Alberta.

RECOMMENDATIONS FOR AN ALBERTA-MADE MANUFACTURING STRATEGY // DAVID MACLEAN

Recommendations for an Alberta-Made Manufacturing Strategy BY DAVID MACLEAN

fter an incredibly difficult year and a half of living in the present, putting immediate health and safety concerns above all else, it’s a tremendous relief to think about the future. For manufacturers, the Alberta government’s Budget 2021 commitment to develop a manufacturing strategy provides an opportunity to do exactly that. The manufacturing sector is long overdue for some attention because it lives in the shadow of Alberta’s largest industry – oil and gas – despite being an essential component of it. The reality is a strategy with the goal of boosting manufacturing output in Alberta that will benefit all sectors, including oil and gas. With more than 121,000 Albertans working in manufacturing, bolstering the sector has big upside. We at Canadian Manufacturers & Exporters (CME) have been calling on the province to shine a light on manufacturing for years, so naturally we’ve put some thought into what such a strategy should look like. First and foremost, we need to stimulate investment in equipment and technology to complete globally. For inspiration on how we can do that, we can look south of the border where many U.S. states have recently implemented investment support regimes tied to the tax system. The Gulf Coast states, for example, provide a range of tax credits to companies making major investments, decreasing the effective tax burden on companies as they scale up production. Michigan has adopted a similar system to attract new auto assembly plants, and this approach has been successful. The tax credits are applied against all taxes (including payroll, property, and corporate) to secure the investment and guarantee a longer-term return for taxpayers. They are open to all who invest, regardless of size of investment or company and do not require preapproval. To become a more competitive jurisdiction for

manufacturing investment, the Alberta government must also introduce modern investment attraction mechanisms. We recommend a 30 per cent “Alberta Made” investment tax credit to assist companies with plant expansion, upgrades, onshoring, re-tooling, technology adoption, improving environmental performance and exporting. Another key concern for manufacturers is attraction and retention of skilled labour. As we emerge from the pandemic, severe labour shortages are quickly resurfacing. Manufacturers need help with the tremendous cost of training and upskilling their workforce. We recommend the Alberta government implement a 50 per cent employer tax credit against Alberta’s corporate tax rate that offsets company costs for new hires during the first five years of employment. Special emphasis should also be placed on management training, particularly for women. Finally, it’s time to celebrate the wide range of products made in Alberta. Alberta should follow Ontario’s lead (the CME-driven Ontario Made program) and a launch campaign to draw awareness to Alberta-made goods. An Alberta Made campaign would be backed by a web portal connecting certified Alberta sellers with buyers interested in supporting local supply chains. It would surprise many how selfsufficient Alberta can be. These are just a few of the suggestions we made to the Alberta government for their upcoming manufacturing strategy. You can read the rest on our web site at www.cme-mec.ca. After a tough couple of years, it feels good to think of ways to grow and diversify Alberta’s economy. Let’s hope the province delivers an ambitious plan to grow the manufacturing sector.

CANADIAN MANUFACTURERS & EXPORTERS (CME) IS THE VOICE OF CANADIAN MANUFACTURING. CME REPRESENTS MORE THAN 2,500 COMPANIES WHO ACCOUNT FOR AN ESTIMATED 82 PER CENT OF MANUFACTURING OUTPUT AND 90 PER CENT OF CANADA’S EXPORTS.

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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Giving Back is “More Than a Fad” More Than a Fad is a thrift store operating online and out of three locations (Kingsway, Westpoint and Southside). All sales from the goods available, which includes clothing, home décor, kitchenware, books, collectibles, videos and music, directly support Adeara Recovery Centre (an addiction recovery centre for women and their children). Adeara’s mandate is to end the cycle of addiction for women, their children and subsequent generations. The non-profit does this by providing accredited addiction programming in a residential style community, giving time and space for each woman to address and heal from drug abuse and trauma. Of the women treated last year, more than 80 per cent were mothers, 70 per cent were addicted to hard drugs, and 50 per cent struggled with alcohol addiction. Since 1998, Adeara has broken the cycle of addiction and abuse for more than 600 women. Now, with the pandemic and opioid crisis ravaging Alberta, the need for Adeara’s services is greater than ever. In addition to donations (adeara.ca/donate-today), sales from More Than a Fad help meet this need. More Than a Fad came about when the Shepherd’s Care Foundation was divesting their Treats n’ Treasures thrift store. “It wasn’t in their profitability or their ongoing mandate,” explains Mark Evans, chairman of the Adeara board. “They asked if we could take it over. We built a committee to see if this could happen. It turned out to be a great idea. We took over the store, rebranded and reworked the business plan.” Evans credits Charlene Nanninga, team lead for helping to make the venture a success and growing the online and in-store locations. He also praises the “really diverse team that makes all the difference,” and all the store’s donors and volunteers. “The landlords in all our mall locations have been very supportive,” he adds. “When they saw the vision of

what we are doing, they partnered with us in an important way. We have not been able to do this on our own. People see the vision and come along to make it happen. It really is building a community.” “People enjoy shopping with a purpose and making an impact while helping to lower their carbon footprint,” concludes Evans. “Know that shopping at More Than a Fad makes a difference in the lives of women in crisis.” Visit www.morethanafad.ca to learn more about the store and how you can donate items or volunteer time. Learn more about Adeara at adeara.ca. Current COVID guidelines are in effect at each store as per AHS recommendations. If in effect at the time of publication, masks are required and capacity limits help with social distancing. Sanitizer is available and management asks that you only touch the items you intend to buy. All carts are high touch surfaces are cleaned regularly. Online and curbside shopping is available. Subject to change as AHS guidance is updated.

PHOTO SOURCE: ETOROMA CREATIVE

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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Stantec Awarded Study From The Water Research Foundation to advance research in triple bottom line assessments of green stormwater infrastructure installations Stantec has been awarded a study from The Water Research Foundation (WRF) to strengthen the business case for utilities and municipalities to evaluate, compare, and demonstrate benefits of green stormwater infrastructure (GSI) additions into their stormwater management portfolio. The project, titled Advancing Benefits and Co-Benefits Quantification and Monetization for Green Stormwater Infrastructure: An Interactive Guidebook for Comparison Case Studies, will assist utility leaders to make better, datadriven decisions supported by financial frameworks and supporting analytical tools. Municipalities and utilities are facing challenges arising from more stringent water quality and quantity standards, aging infrastructure and population growth that is impacting the timing and feasibility of capital improvement projects with limited resources. These must be addressed while ensuring reliable stormwater management services, protecting the public from flooding, and ensuring that service charges are affordable and equitable to all users. Given the impacts of climate change on the timing, frequency, and magnitude of extreme wet weather impacts, the role and importance of stormwater management is amplified. Today, the use of traditional piped drainage systems is increasingly being supplemented with GSI. “Green stormwater infrastructure not only provides the technical, stormwater-related functions, but can provide multiple co-benefits not directly linked to its management. We are seeing air quality improvements, energy savings and carbon sequestration, added recreational amenities, and health benefits, as well as increased property values in communities that have added GSI,” said Bernadette Callahan, Stantec’s green infrastructure sector leader. Quantifying and monetizing triple bottom line (TBL) benefits attributable to GSI is imperative in evaluating future stormwater investments as it allows for a direct comparison of all costs and benefits for various infrastructure alternatives. This new study aims to build upon two recently completed WRF decision support tools – Community-

enabled Lifecycle Analysis of Stormwater Infrastructure Costs (CLASIC) and Economic Framework and Tools for Quantifying and Monetizing the Triple Bottom Line Benefits of Green Stormwater Infrastructure. Bernadette Callahan will serve as principal investigator with co-principal investigator Eric Bill of Autocase Economic Advisory to synthesize comparison case studies at a variety of scales and geographies through these two tools. Results will be summarized in a user-friendly guidebook, including GSI cost and benefit quantification, upfront capital costs, operation and maintenance costs and other lifecycle costs to allow for better cross-comparison at the national scale. In addition, the team will advance the practice of benefits and co-benefits quantification by identifying and prioritizing current unmet research needs. “Green infrastructure supports urban resilience. Now more than ever, to be prosperous, cities will need to be resilient,” noted Callahan. The research team will be further supported by a wide range of utilities and municipalities across North America. The project is expected to be completed by the summer of 2023. A sustainable water future is complex and dynamic. By viewing water as an integrated system, Stantec is helping to confront global water challenges and accelerate the pathway to a more sustainable, reliable, and affordable future that provides improved water, energy, and infrastructure solutions.

SOURCE: STANTEC.COM/NEWS

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

EDMONTON CONTINUING EDUCATION: IN TRANSITION // CONTINUING EDUCATION

EDMONTON CONTINUING EDUCATION: IN TRANSITION

THE CE NEW NORMAL

BY JOHN HARDY

hifts in career trends, drastically changing workplaces and the information-driven knowledge society are disruptors, particularly in post-secondary education and re-defining the traditional model of fouryear bachelor’s degrees.

In Edmonton, by the time the lockdowns happened, continuing education (CE) was already way ahead of the curve and supplying the demand for new skills and qualifications, mostly due to technology and the warp-speed changing workplace.

The tsunami of post-secondary skills and qualifications is reshaping continuing education. Globally and here in Edmonton, it’s turning into a demand for lifelong learning. In fact, trends in continuing education, in particular, are changing the very demographic of most Canadian universities with more adults than ever heading back to class to gain new skills and enhance careers.

“The last few years have seen a growing recognition of continuing education as a vital component of capacitybuilding for the new economy,” says Wendy Rodgers, the University of Alberta’s deputy provost and interim dean of the Faculty of Extension. “In a world that now demands regular upskilling and reskilling to adapt to new technologies, changing industries and demands for economic diversity, continuing education has emerged as a nimble and flexible response to the rapid pace of change in the job market.”

After two years of scrambling and the many changes triggered by pandemic lockdowns, people in most aspects of daily life – from business, school, work, shopping, recreation, socializing and more – are adjusting to many new normals.

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Stats show that 25 years after the internet became commercially available, CE (alias post-high school

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EDMONTON CONTINUING EDUCATION: IN TRANSITION // CONTINUING EDUCATION

“THERE IS INCREASED EMPHASIS ON SHORT-TERM PROGRAMS THAT TARGET A SPECIFIC COMPETENCY IMMEDIATELY APPLICABLE TO THE WORKPLACE, SUCH AS IT SKILLS. THOSE SHORT OFFERINGS ARE DESIGNED TO STAND ALONE AS A COMPLETE LEARNING EXPERIENCE,” SAYS ROGERS.

learning) is now a lifelong endeavor for many adults. It offers a constantly evolving and diverse ecosystem of options. Only a couple of years ago, the digital transformation of the economy and labour market took a giant leap forward. At just about the same time, online education went mainstream. CE providers at all levels, including colleges and universities, were forced to experiment with remote learning, a preferred and cost-efficient format for part-time students to earn alternative credentials. For Edmonton’s Northern Alberta Institution of Technology (NAIT), continuing education was rapidly evolving and had been happening for a few years. “There is more flexibility for students on learning modalities, more online and blended (mix of online and face-to-face) opportunities and increased access to NAIT courses,” explains Brock Olive, NAIT’s executive director of Corporate and Continuing Education. “It’s vital that there is an increased focus on instructor training and support, as well as an increased focus on active facilitation, cohort-based, interactive, engaging, and supportive delivery of courses using synchronous and asynchronous tools. One change is that it has reduced delivery of correspondence-type courses.”

The UAlberta is also transitioning into the CE new normal. “Continuing education providers are increasingly responsive in structuring their offerings,” Rodgers adds. “There is increased emphasis on short-term programs that target a specific competency immediately applicable to the workplace, such as IT skills. Those short offerings are designed to stand alone as a complete learning experience.” Continuing education is dynamic. In Edmonton, at the University of Alberta and at NAIT, there is a momentum of curriculum, enrollments, delivery and credentials updating and new CE formats. The sudden COVID scramble was a fluky timing factor and just accelerated things. With CE as with most things, timing is everything. Just as new CE options and formats were gaining popularity, the pandemic restrictions hit and turned the gradual development of digital CE from an emerging option into an urgent necessity. At NAIT, the sudden pandemic lockdowns and dark classrooms were more of a CE upshift than a kick-start. “Although many training sessions were already developed for online learning, there was a rapid move to have all CE courses move online/blended,” Olive says. “There are extensive NAIT resources committed to supporting instructors to facilitating their courses online, including adapting activities and utilizing technologies.”

ABOVE: WENDY RODGERS, THE UNIVERSITY OF ALBERTA’S DEPUTY PROVOST AND INTERIM DEAN OF THE FACULTY OF EXTENSION.

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2021

EDMONTON CONTINUING EDUCATION: IN TRANSITION // CONTINUING EDUCATION

OLIVE IS ENTHUSIASTIC THAT, “INSTRUCTORS, STUDENTS AND INDUSTRY HAVE ADAPTED TO ONLINE AND BLENDED LEARNING VERY WELL. INSTRUCTORS, STAFF AND STUDENTS NOW HAVE MORE FLEXIBILITY. FOR EXAMPLE, WE’RE ABLE TO TEACH INSTRUCTORS AT VARIOUS INSTITUTIONS IN UGANDA BECAUSE OF ONLINE COURSE DELIVERY.”

According to Bill McMullen, NAIT’s manager of Instructional Design, “Exploring the use of new modes of delivery, increased use of new technologies and delivery strategies give students more options and greater flexibility. And there is strong support for online delivery from students. More than 95 per cent of CE students completed fully online or blended courses this past year, 68 per cent now prefer online or blended learning over classroom learning, 96 per cent of CE students would somewhat or very likely take another course at NAIT and 85 per cent of CE students found the online platform easy to use.” Most CE experts agree that the abrupt lockdown limitations forced continuing education’s already-in-progress transition – for students as well as instructors – into sudden new normals. “Convincing instructors and students to move online was historically a challenge,” he admits. “When forced into it due to COVID, most adapted well, and it has quickly becoming the norm.” Coincidentally, as the lockdowns forced CE to go virtual, it overlapped with the supply and demand already redefining CE curriculums.

“By overall enrollment numbers, programs like project management and power engineering are still popular but enrollment is flat or declining,” McMullen says. “Enrollment growth is happening in areas like health programming and IT certificates like data science. Although many training sessions are already developed for online learning, there is a rapid move to have all CE courses move online or become blended.” Olive is enthusiastic that, “Instructors, students and industry have adapted to online and blended learning very well. Instructors, staff and students now have more flexibility. For example, we’re able to teach instructors at various institutions in Uganda because of online course delivery. Virtual learning is opening up new opportunities and new markets for NAIT students and for NAIT continuing education.” Rodgers acknowledges that, while the past 18 months or so have drastically supercharged the format and delivery options for CE courses, the supply and demand, always driven by students and the workplace, is also transforming. “There is a lot of interest in technology-related courses,” she says. “That’s reflected in the roster of tech offerings at the Faculty of Extension, which includes programs in areas such as web development, UX/UI design, programming courses and much more.

ABOVE: BROCK OLIVE, NAIT’S EXECUTIVE DIRECTOR OF CORPORATE AND CONTINUING EDUCATION.

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

“Another popular selection is our program on renewable energy technology, where classes tend to fill immediately after opening for registration. At the university level, some of the most popular offerings are the free online courses in our portfolio of Massive Open Online Courses (MOOCs), which are offered in partnership with Coursera. Our most successful MOOC is Indigenous Canada, a course that explores Indigenous histories and contemporary issues. Since it was launched in 2017, more than 420,000 students have enrolled in Indigenous Canada, making it one of the most popular courses in Canada.” Rodgers mentions a slow but unmistakable decline in demand for offerings that aren’t directly related to work life. “There used to be a significant number of courses designed for enjoyment and personal growth. They now represent a much smaller percentage of our total offerings.” “Online continuing education is here to stay!” Rodgers notes with positivity. “The pandemic experience of moving rapidly to online delivery provided us with a deeper understanding of what works, what students want, and how we can meet their needs. We will certainly be offering more – and better – online courses going forward.”

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BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2021

LIVING THE VALUE OF GIVING BACK // COVER

LIVING THE VALUE

of Giving Back

T. MARSHALL SADD TALKS ABOUT COMMUNITY BUILDING AND WHY IT’S VITAL TO PERSONAL, PROFESSIONAL AND SOCIETAL SUCCESS.

BY NERISSA MCNAUGHTON

. Marshall Sadd is the co-founder and executive chairman of Navacord.

Navacord is an insurance and risk management brokerage firm with a difference. In addition to providing expert solutions to businesses across Canada, Navacord strives to be a place of learning, support and growth for insurance brokers. Navacord is distinctly Canadian and a haven for entrepreneurial firms that otherwise would be stripped of their identity through a sale to an international broker. For Sadd, the drive to co-found Navacord was in part his drive to always give back and support the community that surrounds him. That being said, he was a little surprised to find himself in the insurance business. “It was unexpected!” admits Sadd. “Although my family was in insurance, following university I had accepted an offer outside

the industry. However, during the summer I was asked by my father to help out at Lloyd Sadd. In doing so I saw tremendous opportunity. I liked the client-facing part of the business, meeting with entrepreneurs and becoming their trusted advisor. That is how I got into the world of insurance. It wasn’t something I thought I would ever do. My mother was a nurse and I was more attracted to the healthcare industry, but once I was exposed to the world of business and insurance, I never left. It’s a rewarding way to help people by showing them how to manage and mitigate risks.” “I was very fortunate,” Sadd admits. “When I bought out Lloyd Sadd from my father in 1999, I had a lot of wind at my back. From 2000 to 2014 Alberta was doing very well. One of my strategies was to broaden the shareholder base and allow key people to participate in the equity opportunity. The business went from a team of 20 to 150 in just 12 years.

RIGHT: T. MARSHALL SADD, CO-FOUNDER AND EXECUTIVE CHAIRMAN OF NAVACORD. PHOTO SOURCE: EPIC PHOTOGRAPHY INC.

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

LIVING THE VALUE OF GIVING BACK // COVER

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2021

LIVING THE VALUE OF GIVING BACK // COVER

“At some point, though, it gets harder to grow sustainably as the insurance world is very competitive. I looked around at my options and saw on one side there were insurance carriers buying distribution and on the other side American companies purchasing Canadian brokers and assimilating them to fit a certain type of brand.” In 2014 Sadd and an industry associate, Shawn DeSantis, cofounded Navacord. Sadd and DeSantis wanted Navacord to be different. They envisioned a firm where brokerages could retain the identity and culture they worked hard to cultivate while still benefiting from a national brand that provides resources, capital, expertise and scale. “We wanted to create a uniquely Canadian story where Canadians served Canadians allowing us to keep our entrepreneurial spirit alive,” says Sadd. This plan required a lot of moving parts. Sadd explains, “We needed to figure out how to modernize the business with

talent, digitalization and product. Our differentiator was remaining independent at the front end of the business while being a part of a national entity. We wanted to be part of something bigger while keeping the local culture intact.

ABOVE: HAIR MASSACRE FUNDRAISER SUPPORTING THE STOLLERY AND KIDS WITH CANCER. INSET: SNOWFLAKE GALA 2015.

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

How employee share ownership plans benefit your bottom line Retaining top talent and establishing succession strategies are two key challenges for business owners. Lynne Fisher can show you how MNP’s SMARTShare service helps you share ownership, profits, and value with employees, while also potentially creating your transition plan.

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LIVING THE VALUE OF GIVING BACK // COVER

The ultimate aim was for each firm to keep their brand in the community, remain autonomous, but be backed by Navacord with the resources to compete with multinational brokerages.” With Sadd’s entrepreneurial experience combined with DeSantis’ corporate experience, they had an excellent base from which to launch Navacord. In just seven years they have partnered with over 40 firms across the country, creating the fourth largest commercial brokerage in Canada. “We really help these entrepreneurs do what they love – serve their clients and practice their craft while being supported by a national organization.” Sadd’s dedication to helping companies grow is an extension of his naturally philanthropic nature. He believes that “healthy communities provide healthy citizens,” and backs this belief with action. “Giving back feels good,” says Sadd. “Giving back is important to me because the community has treated me,

my family, and my business very well. I ask myself, what can we do as individuals and as organizations to support community programs that deliver mental health support, food, shelter and education? In my experience, investing in our community services is tied to having vibrant communities. If I have the time, I want to give my time. Fortunately, I am pleased that I can now give back both financially and through volunteering.” He continues, “We can lift up our community and make it a better, livelier one by supporting those in need and supporting each other. Giving back betters the lives of those around us. If you can, you should. I want my kids to be exposed to this belief and understand the importance of giving back.” Sadd’s community involvement includes being past chair of the Stollery Children’s Hospital Foundation, past chair of the Support Network and a former board member of the Edmonton Elks Football Club.

ABOVE: HENRY, MARSHALL, LISA, LUCY, CHARLIE AND DOG PEANUT.

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

LIVING THE VALUE OF GIVING BACK // COVER

“I STILL HAVE LOTS OF RUNWAY LEFT,” HE LAUGHS, THEN CONCLUDES, “FOR ME, PERSONALLY WHAT IS NEXT IS SEEING MY CHILDREN GET INTO UNIVERSITY. AND FOR NAVACORD, THE NEXT PART OF THE JOURNEY IS TAKING IT FROM A CANADIAN STORY TO A NORTH AMERICAN SUCCESS STORY.” “The Stollery does great work,” says Sadd. “What I learned there, and what many people don’t know, is the extent of their research for women’s and children’s programs. What they are doing in preventative medicine is world renowned. The talent the Stollery attracts globally and brings to Edmonton is truly remarkable.” Working with the Elks was exciting, as Sadd is very much into sports. “I love that the Elks Football Club is community owned! I was able to get involved and lend my experience in risk management. I feel like the Elks embody what Edmonton is all about, and that is why it is one of the most successful clubs in the CFL. When you look back at how it came about and the challenges it faced, it’s a remarkable story. In the 60s the Nervous 9 (a group that replaced the board and was responsible for the entire payroll and fundraising efforts) stepped up to turn the failing club around. Today you can go to a game with 30K-35K people in attendance, cheering the Elks on and rallying around the team. I felt so honoured to be a part of it. I wish I could do another six years on the board. The Elks truly represent the fabric of Edmonton.” He loves that the Elks are not just about the game. They spend as much – if not more – time in the community as they do on the field. “The Elks do a lot of great work in the community with minor football and junior football; I don’t think it gets recognized. The players also go into the classrooms to volunteer their time and work with young individuals. It’s not mandatory. They do it on their own accord.” For Sadd, there is so much to love about Edmonton – and about life in general. “Right now I’m just loving watching my kids, Henry, Charlie and Lucy, grow up. I’m fortunate to be part of their lives and help them become good people. As for the city, I’ve only ever lived in Edmonton. I’ve travelled the world, but Edmonton feels unique. It is home. To me it’s the small city with the largest heart. Everyone wants to support each other. Everyone wears their heart on their sleeve and rallies

to give back whether it is by coaching a team, sitting on a community board, or by writing a cheque to a worthy cause. Everyone is involved to make it a great place to live, work, and raise a family. It feels great that I can be a part of it.” The message he wants everyone in the city to know about giving back is this: “It matters. Everything matters. Whatever you can give in terms of time or financially you will get back in so many ways. You make an impact to better the lives around you and that feels good. Why wouldn’t you if you can?” Navcord is still growing as a company and Sadd continues his drive for personal growth. Looking back, he is thankful for the professional and personal support he and the company have had along the way. “Throughout my career I’ve been part of Entrepreneur’s Organization (EO) and Young Presidents’ Organization (YPO),” he says of the world’s only peer-to-peer networks that are exclusively for entrepreneurs looking to benefit and transform the world. “They have been instrumental in my personal and professional development.” “I’ve also been fortunate to have such great partners,” Sadd continues. “At Lloyd Sadd I learned and benefited from so many influential individuals. I am privileged to be able to build and continue to achieve with Navacord’s co-founder Shawn DeSantis. I’m also very thankful for my life partner and wife, Lisa. Every day I want to be a better person because of her.” In his early 50s Sadd has already achieved a lot, but he has no plans to stop now. “I still have lots of runway left,” he laughs, then concludes, “For me, personally what is next is seeing my children get into university. And for Navacord, the next part of the journey is taking it from a Canadian story to a North American success story.” At every step of the way Sadd will do what matters to him most, be it in the boardroom or in the community – giving back and helping to grow and nurture people and communities.

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2021

WE WORK

WHERE YOU WORK EPIC Photography Is aN ALBERTA BASED full service photo agency, SPECIALIZING IN advertising, editorial, portrait, sports, food or arts PHOTOGRAPHY AND VIDEOGRAPHY. epicphotography.ca // @alwaysepicphotos

Gus Stamm, Brian Whissell, Allan Boswell, Bill Hetherington, Gary Yamada and Jarrad Whissell.

CONTRACTING Leading the Way in Civil Construction Industry by Rennay Craats

Whissell Contracting Ltd. | 50 years |1

Photo by Riverwood Photography

WHISSELL

o make it in business, entrepreneurs need to not only have a great product but also to be ready to identify opportunities and fearlessly pursue them in order to grow their company. That’s exactly what the Whissell family has done as it has grown Whissell Contracting from a small operation into a leader in the industry over the past 50 years.

Photo by Riverwood Photography.

Brian L. Whissell joined his brothers’ small construction business that was installing small water lines for local farmers around Westlock, Alberta in the early 1960s. Over the next several years, the family grew the company and expanded its scope of work. Soon it was taking on small sewer and water projects across central and northern Alberta and eventually embarked on larger projects in Saskatchewan, British Columbia, Northwest Territories and northern Alberta. By the end of the 1960s, Alberta was positioned for incredible growth in the energy sector, which would open opportunities for a variety of construction professionals across the province. Opportunities in Calgary came calling and Brian answered them, moving from Edmonton to Calgary in 1970 and starting what would become Whissell Contracting Ltd. “In 1970, as the Alberta economy was experiencing rapid growth, particularly in Edmonton and Calgary, we decided to open an office in Calgary, and that’s what started our ‘50 years of business in Calgary’,” says Brian Whissell, CEO of Whissell Contracting. Whissell’s first project was a water and sewer contract with Carma Developers (now Brookfield Residential) for a residential subdivision in Huntington Hills. Brian’s work there quickly earned him a reputation for quality, and that reputation brought him more projects that helped him grow. Within a year, Whissell opened an office on 16 Avenue NW and by 1972, the company had outgrown the space and relocated to an office and shop on McKnight Boulevard. The company operated in civil construction in that location for 25 years and continued to expand its offerings and its service areas until it outgrew that space as well. In 1999, Brian purchased land in Douglasglen and built a new, larger office and shop with a yard that could accommodate the company’s growing fleet of equipment. Whissell Contracting still operates out of that space today, with an impressive 20,000 square feet of shop space supported by 9,000 square feet of offices on six acres of land. The Calgary site serves as

Brian L. Whissell, CEO of Whissell Contracting.

Whissell’s corporate headquarters which coordinates the operation of its branch and satellite locations in Alberta and British Columbia.

LEADING THE WAY WITH EQUIPMENT Over the past 50 years, Whissell Contracting has significantly expanded in size, markets and territory. What started out as a small operation has expanded to include around 400 employees during peak construction times and boasts about 250 pieces of yellow iron equipment and a few hundred pieces of support equipment like pick-up trucks and trailers. Whissell is forward thinking and proactive, always seeking out the best products that will help the team better serve its valued clientele. “We’re innovative with our equipment. We’re always looking at the newest equipment coming out and asking what’s the advantage? Does it give us an advantage to get a project? How does it give our customer an advantage to get their project done?” says Jarrad Whissell, Brian’s son and president of Whissell Contracting.

Whissell Contracting Ltd. | 50 years |2

SHELL IS PROUD TO BE A PARTNER OF WHISSELL.

CONGRATULATIONS TO WHISSELL CONTRACTING ON 50 YEARS OF EXCELLENCE!

Since the beginning, Whissell has been ahead of the technology curve, whether that was entering the Calgary market with a Long 5-in-1 backhoe that allowed the team to unload concrete pipe using forks, using cutoff saws years before the competition adopted the technology, introducing lasers to get the grade and alignment of the pipe set before other local contractors, or keeping the fleet current to ensure the team could tackle any job.

Photo by Riverwood Photography.

“I remember working at sites where people were still cutting pipe with a pipe cutter and using a hand file, and we had cutoff saws. And other people were unloading pipe by hand and we had a machine with forks that would pick it up. Everybody does it now but back then we were years ahead of the competition,” says Bill Hetherington, retired VP of operations and current consultant for Whissell Contracting. Whissell was one of the first companies in the province to purchase a 48-wheel combination for trucking and was recently the first in Western Canada to purchase Caterpillar’s 395 Hydraulic Excavator for increased productivity, durability and performance. “We believe that helps give us an edge on beating our competitors. It’s having the latest, most powerful pieces of equipment to do a job,” Jarrad says. While the Whissell fleet produces optimum results on job sites, it also makes a powerful impression on the road; operators ensure their equipment is always well maintained and clean. Clients appreciate that and expect to see the bright orange Whissell trucks, immaculate with the chrome polished to a mirror shine, pulling the best equipment available. The Whissell brand is one of quality, professionalism and innovation, and that reputation for

Jarrad Whissell, President of Whissell Contracting.

excellence has guided the company throughout its 50year history in Alberta.

A HALF-CENTURY OF GROWTH The company has experienced the best and the worst that Alberta’s economy has to offer businesses, and

1970s 1973 & 74 The Boulevard Sanitary Sewer Trunks Phase 3 & 4

Whissell Contracting Ltd. | 50 years |4

CONGRATULATIONS ON YOUR 50TH ANNIVERSARY, WHISSELL GROUP!

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Whissell Contracting Ltd. | 50 years |5

A community developed and constructed by:

2021-10-14 1:16 PM

Photo by Riverwood Photography. East Calgary Landfill Cell 9.

Whissell Contracting has ridden the boom times and survived the downturns, all by adapting to the times. To prepare for the ebb and flow of business in Alberta, Whissell has diversified its offerings with new growth areas. While the company originally focused primarily on the Calgary area, much of Whissell’s growth has been organic, often resulting from capitalizing on opportunities that arose in other markets. The 1980s were a challenging decade and times were lean, so Whissell had to be creative to remain strong. Then as the economy improved in the 1990s, Whissell was

awarded a contract with the City of Calgary to supply a few machines to the landfills. By 2003, that agreement grew into a full landfill contract, which led to additional landfill contracts in Drumheller, Red Deer and more recently British Columbia — and it became a significant element of Whissell’s business portfolio. Whissell also organically expanded into heavy and oversized hauling and transportation services. Early on, Brian knew he did not want to outsource hauling so he ensured that the company had the capacity to move its own equipment. This opened more opportunities for Whissell’s product and service lines.

1980s 1984 Forty Mile Coulee

Whissell Contracting Ltd. | 50 years |6

Congratulations H

Contracting

years of achievement in business

Proud to be your partner. WWW.STRONGCO.COM ALBERTA ONTARIO QUÉBEC ATLANTIC

Calgary, Edmonton, Burnaby, Fraser Valley, Kamloops, Kelowna, Prince George, Victoria.

Congratulations to Whissell on your 50th anniversary!

Sam J. Feldman President, Managing Director Direct: 403.209.4137 Mobile: 403.650.8998 Email: sfeldman@wmbeck.com

It is an incredible milestone, and the Wilson M. Beck Insurance Services (Alberta) Inc. team is very proud to have been your business partner for the last 18 years.

Philip Schuman CIP, CRM Vice President – Edmonton Direct: 780.203.5312 Mobile: 780.203.5312 Email: pschuman@wmbeck.com

(403) 228-5888 www.wmbeck.com Whissell Contracting Ltd. | 50 years |7

“Our heavy haul transport side was an offshoot because we like to do things ourselves. We’ve always had large trailers for hauling our own equipment, and we would basically put that equipment out to hire through the years to other businesses,” says Jarrad. While Whissell Contracting could do work across Alberta, it did so with the Calgary office as a base. Then in 2012 Whissell was awarded a project on Bridge Drive in Lethbridge and the team proved itself in southern Alberta by exceeding expectations across the board. “It was a very complex project with a tight timeline and we were successful in delivering it ahead of schedule and under budget,” he says. “When we were in that market, we also realized that there was a lot of work going on in the Lethbridge region.” In 2012 Whissell purchased a Lethbridge company called GW Cox Construction and rolled the company into Whissell Contracting, allowing them to set up a permanent office in Lethbridge. This acquisition also facilitated the company’s creation of an earthworks division using the resources from GW Cox and supplementing the fleet with additional new specialized equipment required to best service these projects. Then in 2014, Whissell was called in to complete a difficult project for a client in Edmonton and after the success of that project the company established a permanent Edmonton office as well. At the same time Whissell started a B.C. Waste Management division starting with a landfill contract in Chilliwack and now operates six landfill sites in British Columbia. Alberta’s equivalent, Whissell Waste Solutions has another six landfill contracts. On top of the three offices, Whissell also has a construction operation in the Okanagan.

210 Avenue River Crossing, 2008.

WHISSELL CONTRACTING: READY TO SERVE While Whissell started out small, today’s company offers an impressive portfolio of services to its client base. “We’re a general contractor for civil construction specializing in deep utility installations, earthworks, landfill construction and operation, renewable energy construction projects, environmental work and heavy haul transportation,” says Jarrad. “We’re fairly diversified.” The company also has a rental division that rents out equipment in slower times, but the current market doesn’t allow for that area of business. In fact, the Whissell teams are finding that they are using all their equipment and in some cases have to rent equipment from others to keep pace with their own projects.

1990s

1991 Sam Livingston Fish Hatchery 1991 Patterson Heights Sanitary and Storm Trunk Lines

Whissell Contracting Ltd. | 50 years |8

Whissell Contracting is keeping busy with clients working in everything from the energy sector to civil infrastructure to residential development, proudly serving private and government clients in an array of areas. It is growing its landfill business and construction operation in British Columbia while continuing to serve diverse clients across Western Canada. One growth area is environmental projects, and Whissell has specialized experience in wind and solar projects for renewable energy companies. Over the years it has done a number of challenging environmentally-sensitive projects including complex river crossing projects as well as flood mitigation and river restoration work after the 2013 flood. The company’s environmental expertise comes in part from employees’ internal training, which involves a variety of topics including spill response, soil monitoring and testing, slope protection and stabilization, air quality testing, emergency response procedures and ground disturbance. Whissell takes its environmental responsibilities and stewardship seriously and ensures all staff are educated before heading into the field. Whissell has found success in the hands of its knowledgeable staff — a diverse team comprised of experts in project management, road construction, infrastructure upgrading and rehabilitation, augering and tunnelling, landfill services, and residential and commercial subdivision servicing. Whether clients are looking for pond, container and liner installations or building excavation, lift stations or deep utility installation, cofferdam and river crossing construction or oversized loads hauling to remote areas, Whissell has professional teams available to do whatever job is required — the more challenging, the better.

ANOTHER “WHISSELL JOB” BY THE INDUSTRY’S BEST Over the past 50 years, these challenging jobs have come to be known as “Whissell jobs” in the industry, and the company’s unique team is perfectly suited to deliver. The employees have diverse backgrounds and experiences, and Whissell takes pride in using those assets to produce quality results efficiently, quickly and safely. “I think that comes from the fact that we think outside the box on a lot of these projects. With some of the older employees we have and the input we get from all our people, we come up with unique strategies that other people just don’t see. We’re really innovative,” says Allan Boswell, Whissell Contracting’s general manager for Calgary. After 50 years of tackling the unique, challenging and often ugly jobs, Whissell has amassed an impressive reservoir of knowledge that can be tapped both to solve the expected challenges and the unknown ones that arise over the course of a project. Team members develop unique skillsets during these jobs and share them with their colleagues to build a broad, expansive internal database for future projects. And clients know that if there is a particularly challenging aspect to a job, Whissell is the first-choice contractor to bring on board. One of the main reasons for the company’s success lies with the incredible, innovative people Whissell has attracted and retained over the long term. “It’s a team at Whissell, collaborating to get projects tendered,” says Gus Stamm, senior project manager/ estimator for Whissell. “It also has a family-oriented way of doing things.”

Congratulations to Whissell on

50 years of service! 1-888-488-0027 | sales@barricadesandsigns.com

Whissell Contracting Ltd. | 50 years |9

GETBARRICADES.COM

CONGRATULATIONS

to Whissell for 50 years of service from ARHCA, the largest heavy construction association advocating for business for 65 years

The family company takes care of people, whether that means going above and beyond for clients, empowering staff in their jobs or giving back to the communities in which they operate. TH

ANNIVERSARY

Whissell has built or contributed to several community playgrounds to support the kids in their communities and builds its annual Whissell Spirit Christmas Fund by selling raffle tickets to raise money for local charities. Typically, the team supports the food banks in the cities where they have offices and then also chooses another cause that is significant to a member of the staff at the time; if an employee or an employee’s family member is fighting an illness or challenge, Whissell will direct their fundraising to the charities that support those causes. In keeping with the company’s environmental focus, the staff is involved with river clean up every year as well. Whissell pays the waste management group to join the weekend river clean up crews across the province and then provides a bin truck to haul the waste away at the end of the day. The team is invested in its staff and in the community at large and is proud to give back however they can.

Happy 50th Anniversary Whissell! Thank you for your business.

HEAVY EQUIPMENT RENTALS & SALES • Articulated Trucks • Compaction Equipment • Dozers (D3-D9 Size) • Excavators (5-85 Ton) • Motor Graders • Motor Scrapers • Skidsteers • Snow Cats • Tractors (2WD & 4WD) • Water Trucks (Articulated) • Water Trucks (S/A and T/A) • Wheel Loaders

The strong values the family instilled at the company are what drives the positive culture at Whissell. Fifteen years ago, the management team participated in strategic planning to identify just what was at the core of the company. The values they discovered were represented by the apt acronym S.P.I.R.I.T. — Safety, People, Integrity, Respect, Innovation and Teamwork — and those values guide all Whissell employees in their day-to-day interactions with clients, suppliers and colleagues. As a family business, the Whissells treat employees like part of their extended family and

2000s

PacesetterEquipment.com | 1-877-796-7223

Whissell Contracting Ltd. | 50 years |10

appreciate the commitment to growth and collaborative spirit that the staff has shown over the years. “I think to be able to celebrate 50 years in business is quite amazing and it’s a credit to our employees,” says Brian. “We’re pretty thankful for our staff. They are what got us here. It’s been quite a ride and it’s really a result of hard work and having the opportunities to work with amazing customers.” The staff appreciates the respect, growth opportunities and great work environment at Whissell so much that once employees sign on they don’t leave. Many of the company’s staff have stayed with Whissell for decades. Bill Hetherington joined the company 47 years ago and is now semi-retired, working for Whissell as a consultant; Allan Boswell celebrated 43 years with the company; Gus Stamm has been with the company for 42 years; and across the company there are superintendents with more than 15 years with the company and operators with decades of experience at Whissell. This wealth of experience and loyalty have contributed to Whissell Contracting’s success and incredible growth.

Thank you for many years of successful collaboration on numerous projects throughout Edmonton. Looking forward to many more.

CONGRATULATIONS WHISSELL CONTRACTING

ON 50 YEARS!

www.aplinmartin.com

A.B. GILL TRUCKING LTD.

INVESTING IN SUCCESS Whissell has always invested greatly in its employees. It was one of the first contractors in the city to have an integrated safety program, complete with full-time safety manager, back in the mid-1980s and later to be a member of construction safety associations in the 1990s. “We started safety when the other guys weren’t even talking about it. I think a lot of companies started after

We haul sand, gravel, dirt and more! You Call, We Haul

2003 Rundle/16 Avenue Storm Water Duct Project

CONGRATULATIONS Whissell Contracting on your 50th Anniversary!

2005 Pine Creek Wastewater Treatment Plant Project

Bobby Gill 780.991.6224 Shawn Gill 780.499.5678

2008 Metis Trail Sanitary and Storm Trunk Lines

1184 Cy Becker Road Edmonton, AB T5Y 3V9 abgill@hotmail.com

Whissell Contracting Ltd. | 50 years |11

we did because the government mandated it but it was easier for us because we were involved from the getgo,” says Brian. Every day starts out with crews addressing Whissell’s three pillars — Safety, Quality and Efficiency — as they relate to the day’s job. They assess the job hazards, talk about what work they have to do and identify the key notes for quality to ensure it is completed well, and discuss how the crew can work efficiently to meet their productions. “All those other things have to come second because hitting your productions is easy if you don’t pay attention to quality and safety,” says Jarrad. “It’s easy to just go fast but it’s harder to do your job right when you have to work within the confines of safety and quality to give the right product, and to have everybody go home safe at the end of the day.” They carried that dedication into 2020 when COVID-19 changed how the world did business. Whissell was deemed an essential service so was somewhat insulated from major business disruptions during lockdown, but it still had to determine how to operate in this new environment. The management team spent a great deal of time putting together COVID protocols that would adhere to government health mandates and protect staff both in the office and out in the field. Management even brought in an occupational hygienist to assist the company with compiling COVID practices that would help keep people safe. Whissell has always been a safety leader and that leadership is apparent in the unique training program at the company. Unlike other trades disciplines, there isn’t any formal, regulated training in which a person could

Bonnybrook Waste Water Treatment Plant - Outfall, Early Works, 2018 - 2019.

earn a ticket in underground construction and become a journeyman pipelayer. Being innovators, Whissell worked the problem and crafted a solution. To ensure staff was safe and effective on the job, Whissell developed an extensive in-house training program to give staff the tools needed to execute their job well and to do it safely. No one can operate equipment or get behind the wheel of a heavy haul vehicle without not only undergoing the training specific to that piece of machinery but meeting the competency standards the company sets. “We really had to develop our own training system in-house to train our workforce. We have a training program called the Whissell Integrated Training program, and it is a competency-based training program for all of our equipment operators, foremen, pipelayers and lead hands for various tasks on our site,” says Jarrad. “That’s something that sets us apart. I don’t

2012 Bridge Drive Utility Corridor

2010s

2018 Riverview Wind Farms (Pincher Creek)

Whissell Contracting Ltd. | 50 years |12

think there is a competitor in our direct industry that has the level of training program that we have.” This in-house apprenticeship aims to clearly define roles and performance expectations as it provides measurable progression throughout the training program. Training is critical, as Whissell Contracting has been involved in a wide range of projects that require a varied skillset to complete.

BUILDING THE WHISSELL LEGACY The portfolio of Whissell projects is impressive and diverse. Over five decades of being in business they have completed more than a thousand projects. Some of their major projects showcase just how much the team of professionals has done and can do. In the early ’70s, two contracts back-to-back for The City of Calgary were The Boulevard Sanitary Sewer Trunks Phase 3 and 4, which involved the installation of nine kilometres of 1,800 millimetre, 1,750 millimetre and 1,600 millimetre concrete pipe on the north side of the Bow River from Centre Street to Shouldice Park. These projects were extremely difficult as they were down existing streets and required a high degree of dewatering due to proximity of the river.

Congratulations Whissell on your 50th anniversary!

www.kellamberg.com

In 1984, the Forty Mile Coulee project was a huge undertaking that had the team supply and install a twin Hyprescon pipeline to act as an inverted syphon for the irrigation district across a coulee on St. Mary’s River Irrigation District Main Canal south of Bow Island. This involved cast-in-place inlet and outlet structures and earthworks required to realign the canal to flow through the new syphon crossing. This was one of the largest projects of the era and a feather in Whissell’s cap. Another early “Whissell job” was the Sam Livingston Fish Hatchery in 1991. The team had to be innovative with methodology and equipment modifications in order to refresh the drainage and filter media in the lower portion of the hatchery. Whissell imported materials like oyster shells and limestone, and fabricated conveyors to remove the old filter beds and replace them. At a time when work was scarce, this complicated, labour-intensive project kept the company busy.

In 1970, three notable things happened. The world said farewell to the swingin’ 60’s, the Beatles broke up and Whissell Contracting began doing business.

Congratulations on 50 years of safety, quality and efficiency.

Whissell Contracting Ltd. | 50 years |13

“We came out after two months white as a sheet and smelling like canned salmon,” says Bill. “It was outside our box, and it was a really different project for us.” In 1991, Whissell also provided the sanitary and storm trunk mains for the new development of Patterson Heights. The sanitary connected to an existing main in the Shouldice area on the north side of the Bow River, with the storm to outfall into the river on the west side of the Shouldice Bridge. It was installed across the river with the excavator mounted on elevated tracks for additional clearance to traverse the river. The storm outfall was a cast-in-place structure to accommodate a 1,650 millimetre diameter storm pipe. From the location of the outfall, both trunk mains followed Bowdale Crescent over to Sarcee Trail, the mains crossed the north-bound lanes of Sarcee Trail into the median and were installed in the median of Sarcee Trail for approximately 900 metres. They then crossed the south-bound lanes of Sarcee Trail to service the lands that comprise Patterson Heights. The project included approximately 1,800 metres of trench ranging from four to eight metres deep and included a river crossing, tunnelling of the CPR railway tracks and auger crossings of the north-bound and south-bound lanes of Sarcee Trail while maintaining traffic. Whissell was then part of the Rundle/16 Avenue Storm Water Duct project in 2003 that saw them supplying and installing 547 metres of a double box culvert up to nine metres deep in the median of the TransCanada Highway between 36 Street and 52 Street NE. They installed two cast-in-place maintenance manholes at the ends of the twin storage ducts to allow for cleaning with skidsteer

Congratulations on 50 years Whissell!

loaders. This was a “Whissell job” as work had to be contained to the median. “We had to leave two lanes of traffic both east and west, so we came up with an innovative approach to the project. We used a very large trench box (Big Moe) to contain the excavation and a unique installation system where the previously installed box culverts supported the crane as it continued installing boxes as the excavation proceeded along,” says Bill. “It worked very well and there were very few traffic disruptions.” The Pine Creek Wastewater Treatment Plant project in 2005 transferred treated effluent from the ultraviolet building into the bed of the Bow River. To achieve this, Whissell had to construct a cofferdam into the river to accommodate the installation of precast pipe with galvanized diffusers to allow the flow to be dispersed into the bed. They also installed 500 metres of precast pipe and a cast-in-place diversion structure (which included power actuated slide gates and stop log channels) and an emergency outfall structure. Whissell won an environmental award from the Alberta Roadbuilders and Heavy Construction Association for the innovation of “instream” work on this project. “Pine Creek was the one that started the ball rolling [with environmental projects],” says Jarrad. “Prior river projects had little if any environmental controls required or designed into them. We built a watertight cofferdam in the Bow River. We then installed 1,800 millimetre diameter perforated concrete pipes in the riverbed and encased them with drainage

2020s

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Whissell Contracting Ltd. | 50 years |14

2021 Imagine Jasper Avenue

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rock allowing the treated effluent to slowly release upwards into the river versus a large pipe jetting directly into the river.”

LOOKING TO THE FUTURE

In 2018, the team took on another renewable energy project in Pincher Creek at the Riverview wind farms. They worked on 27 towers and their job included excavating the tower bases, installing the roads leading to them, and land remediation at the end.

Whissell Contracting is looking forward to continuing to be an industry leader, keeping ahead of the curve on technology and innovating solutions as the world around them changes. The team is committed to growing its services, divisions, and innovating renewable energy solutions to a transitioning industry.

In the recent Imagine Jasper Avenue project in Edmonton, part of this project was designed to mitigate flooding between 109th and 110th Streets. The team installed an underground storm water system that could handle more than 1,800 cubic metres of water using a structure measuring 3.66 metres by 3.66 metres by 139 metres. The Whissell team changed the original round-pipe design to a larger square box pipe in order to shorten the line down and keep it within two city blocks, and this avoided a difficult utilities crossing and allowed it to be done quicker thus reducing the traffic impact and saving the client more than $120,000. Whissell also completed related work in new catch basin installations and new manholes. “It is an example of our innovation because it was done by our Edmonton office but we brought Bill in to help organize the cage, work on the trench box system we were going to use, and we got feedback from a Calgary superintendent to collaborate on the build,” says Jarrad. Teamwork, innovation and quality have kept Whissell Contracting busy for 50 years, and the team is looking forward to being part of more outside-the-box “Whissell jobs” in the future.

CALGARY OFFICE 200, 2500 – 107 Avenue SE Calgary, Alberta T2Z 3R7 Main: 1.403.236.2200 Fax: 1.403.236.8834 Heavy Haul & Transportation: 1.403.236.8000 Parts Fax: 1.403.236.8027

The company itself is transitioning too. It has an incredible staff of long-time employees who are starting to retire and the team is facing the exciting, yet scary, challenge of building the company up as these trailblazers move on. The strong leaders who have been with the company for decades are mentoring the younger employees who are still learning the ropes, imparting their experience and unique skillsets so these resources can continue to contribute to the success of the business. “It’s fantastic to have that to set us up for another 50 years, and hopefully the employees that we’re mentoring and training today will be 40-year employees in 30 years from now. That’s what’s exciting. It’s a huge challenge but I can also see how our plans are coming together and we’re setting ourselves up to have that continued future in the construction industry in western Canada,” says Jarrad. Whissell Contracting has been a pillar of the civil construction industry for decades and with the experience and solid reputation it has, it will continue to lead the way in innovation and quality in Alberta and beyond.

LETHBRIDGE OFFICE 3391 – 32 Avenue N, Lethbridge, AB T1H 7A4 Main: 1.403.328.1346 Fax: 1.403.328.0350

LEDUC OFFICE 6703 – 41 Street, Leduc, AB T9E 0Z4 Main: 1.780.986.7274 Fax: 1.780.612.6730

www.whissell.ca

Whissell Contracting Ltd. | 50 years |16

GAZING INTO THE COMMERCIAL REAL ESTATE CRYSTAL BALL The Experts Reflect on Edmonton’s Property Markets in 2021 and Make Their Predictions for 2022

OMA Edmonton presented its annual BOMA Edmonton Brokers Forum in October to shed light on property markets this past year and what to expect heading into 2022. The event focused on office, retail, industrial and investment properties. Cory Wosnack, Managing Director at Avis and Young, presented stats and findings for offices. Vacancy is at 17% in the downtown office market and 16% in the suburban office market. Despite the high vacancy rate, rental rates have been consistent for A class spaces which make up about half of the downtown inventory. Interestingly, out of 334 buildings that make up the suburban market, there are 10 buildings that account for 34% of the vacancies. In the downtown, from 114 available buildings, 10 buildings make up nearly half of the vacancies, or 48%. Wosnack explains that “You can’t be swayed by the statistical outliers in the marketplace. You need to understand the competitive set as a property owner/manager or asset manager. Look at how the competitive set affects your strategic decision making and don’t get pulled into the statistical reference.” Over the last year, Wosnack observed an incredible amount of activity from non-profits, crown corps and association totalling over 250K sq ft transacted in these categories and 125K sq ft in leases being negotiated right now. Another interesting trend is how professional service firms have been considering their options much earlier than they usually would, up to three years before the end of their lease. “We are seeing landlords show a willingness to step up and strike a deal rather than loose good tenants,” says Wosnack. With increasing numbers of staff choosing to work from home, some or all the time, comes a shift in office needs. Wosnack says, “The trend is that tenants are willing to pay more for a space that offers more, they’re looking for the amenities in the building and in the surrounding area.” Owners and managers of older buildings must do more than offer lower lease rates, and needing to get creative, rethinking office space, repurposing buildings into multipurpose such as retail and office, hotels, or even transitioned into residential spaces.

Randi Burton with Colliers Edmonton shared her insights on industrial leasing. No big surprise, industrial was the least impacted sector over the past year. Businesses were not impacted as much by restrictions as most were considered essential, and their staff could remain working while still following safety guidelines as stipulated by the government. As everyone was encouraged to stay home, online shopping grew exponentially. Canada is still lagging behind many other countries when it comes to the percentage of shopping that is done online. Burton says, “There is a huge opportunity for growth, while we’re already seeing a lot of growth in online shopping and distribution centres, we don’t expect that forward momentum to slow down in the near future.” Burton says, the big surprise of 2021 wasn’t that the industrial leases performed well in 2021, but that it took this long for big distribution centres to move into the Edmonton area. Corporations like Amazon and FedEx are not new, having had major centres in Vancouver and Toronto for years, but are just finally opening locations in Alberta. Another surprise was food distribution services such as Hello Fresh. With a facility opening in Nisku

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2021

in November, the meal prep giant has leased at least half of Business Park 5, with approximately 200K sq ft. “Meal kits barely existed five or so years ago, in 2021, not only did Hello Fresh lease a huge facility, they doubled their lease size mid project to house their rapidly expanding service,” says Burton. Vacancy rates are down, and the sector has seen four consecutive quarters of positive absorption. Speaking on the retail sector was Ellie Scott, Leasing and Sales specialist with Avis and Young. 2021 was an interesting year for the Retail sector, with many businesses not only surviving but thriving. Scott says, “There was incredible growth in grocery, fuel and convenience, liquor and cannabis stores. As well as drive through, curbside, discount shopping, home stores, fashion and surprisingly, luxury fashion.” Vacancy wasn’t impacted as much and continues to sit at 4.8% in Q4 as it did in Q1. That number held steady because of off market deals and turnovers. The activity occurred in a lot of second and third generation spaces: “it makes sense that most of the activity was happening in existing grocery spaces and shopping centres,” says Scott. With the exodus of workers from the downtown, retail in the core was hardest hit, as is to be expected. Scott expects that tenants may be a bit nervous about major commitments for the next couple of years, willing to take on space, but a bit hesitant. Landlords have been understanding and are working on some good deals such as free rent or tenant improvement incentives which helps mitigate the risk for both parties.

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Adrian Ambrozuk, Associate Partner at Cushman and Wakefield, talked to members about the investment angle of commercial real estate. Describing a “cautious optimism” in the industry, and positive monthly sales volumes, Ambrozuk says, “clients are looking for deals – with a lot of deals out there and a lot of absorption, we’re seeing an increase in competition.” There was growth in sales happening compared to 2019 or pre-pandemic times, mostly coming from land sales. “Typically, we experience less transactions in times of uncertainty, but we’ve actually seen more,” says Ambrozuk. There was a spike in building transactions as well, 2019 saw 290 transactions, 2020 the sales fell off, but in 2021 there has already been a resurgence. An important fact, while land sales saw higher dollar volumes, the number of transactions went down, this tells us that there are higher dollar volume transactions happening in 2021 than previous years. Ambrozuk predicts this will continue to happen, “as more development gets spurred and developers need more inventory in their portfolio for future developments.” Offering a recap of each sector, office investments went up significantly year over year with investors getting more optimistic in 2021. Making investment plays that are just for ‘what’s the return’ but getting inspired by the creative redevelopments and what this could mean for the resurgence of office space over the next year. The retail sector saw a bit more pessimism, translating into some big gains in industrial. Ambrozuk predicts much of the same cautiously optimistic growth going into 2022. To view the entire presentation please visit https:// bomaedm.ca/welcome/news_details/58

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PAVING THE WAY FOR INCREASED INDIGENOUS INCLUSION IN COMMERCIAL REAL ESTATE

OMA Edmonton has received critical funding from the Alberta Real Estate Foundation for the first ever Indigenous Inclusion and Career Development and in Commercial Real Estate project in Canada. The Alberta Real Estate Foundation (AREF) is a nonprofit organization that stewards the public funds generated by real estate transactions in ways that improve industry, advance knowledge, and serve the public interest. AREF redistributes these funds through their sponsorship and grant programs to support education initiatives, research, law reform, and activities that contribute to thriving Alberta communities and a stronger economy. In celebration of their 30th Anniversary, AREF created a one-time

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Oteenow Employment & Training Society

legacy grant program to fund projects that drive transformational and long-term change for the real estate industry in the new and emerging world that fosters healthy, vibrant communities across Alberta. BOMA Edmonton is a proud recipient of AREF’s legacy grant program in the amount of $243,000. “We are tremendously excited about and honoured to fund this important project which embodies the spirit behind the Foundation’s 30th Anniversary Legacy Grant Program”, says Patti Morris, Executive Director of the Alberta Real Estate Foundation. “We believe that the partnership between Oteenow Employment and Training Society, Tribal Chiefs Employment and Training Services Association, and BOMA Edmonton will not only expand awareness of the commercial real estate sector as a career option for Indigenous people, but will also serve to improve industry, making it a more resilient and representative sector”. Statistics surrounding Indigenous inclusion in commercial real estate are not readily available, so one of the goals of this project is to better understand the number of Indigenous people employed in the industry, how many are receiving training, the number of Indigenous commercial real estate companies or Indigenous service providers in the industry. The project also seeks to determine how many non-Indigenous commercial real estate companies have Indigenous engagement strategies and have undertaken or would be interested in undertaking a cultural awareness training, so they are better prepared to work with Indigenous businesses, professionals and hire people into their companies. Not to say there are not currently Indigenous companies and professionals in commercial real

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estate, but there hasn’t been a conscious outreach or economic reconciliation project of this kind. Industries such as oil and gas, forestry and finance, have made significant strides over decades. In many cases, they have become business partners and community partners with Indigenous communities and organizations. “What we’re seeing is a tremendous shift in Canada – a powerful Indigenous economic contingent. We’re seeing a lot of Indigenous companies and communities obtain ownership of major projects and major companies,” says Lisa Baroldi, President and CEO of BOMA Edmonton. The project has three aims. First, to create awareness about real estate career opportunities among Indigenous Albertans, through a combined campaign and a series of research to fill in information gaps. Second, is producing tangible results. BOMA Edmonton is working with project partners Oteenow Employment and Training Society and Tribal Chiefs Employment and Training Services Assocation (TCETSA), as well as others. Oteenow program graduates. Both organizations are Indigenous led, and for over 20 years have been providing training and employment opportunities to Indigenous people in the Edmonton area and northeast Alberta. This area of the province was especially hard hit with the decline of the oil and gas industry, and as the province is working to train people and bring them into new industries, Oteenow and TCETSA have been looking at expanding and diversifying and working with industry to provide training and opportunities for Indigenous people. “We are diversifying the sectors that we work with for the benefit of our people. Real estate and commercial real estate are new to us. We’ve never been invited in this way before. At Oteenow, we have been ground-breaking the IT sector, and we see big potential for real estate. We’ve cocreated this project with BOMA Edmonton and believe it will benefit everyone involved,” says RoTCETSA leadership. berta Bearhead, Executive Director, Oteenow. variety of career streams they can take, and either “With BOMA Edmonton’s pilot project, get work experience opportunities immediately and we are excited to announce that we’ll be training look at getting a licence, or they can continue on to and employing 20 Indigenous people,” adds Baroldeeper training through all of the current offerings di, “Oteenow and TCETSA have been so amazing from post-secondary institutions and industry eduto work with. They really know their side of the cation bodies. TSCETSA and Oteenow will work with business and produce impressive results.” BOMA Edthe students to help them move into a diploma or monton and its partners will create a Real Estate 101 degree program or take other training that may be seminar with Norquest College and various real esrequired for the broker path, appraisal path, propertate professionals, giving an introduction to real ty management path, or whichever path they may estate careers. Over the six-week seminar, the group want to pursue within the industry. will learn at a very high level about real estate, the

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

“Enterprise-

”

isn’t just a catch phrase, it’s been our reason for existing since 2003. “Our strength is in developing industry partnerships and of course our job seekers. We drive towards solution finding that results in meaningful employment and careers, often working with people at many different stages of their careers to shift sectors or advance within sectors. We help to reduce barriers and truly support our job seekers/ partners every step of the way,” explains Eva John-Gladue, Operations Manager, Tribal Chiefs Employment and Training Services Association. The third pillar of the project is to work with non-Indigenous companies, to educate them through various training including Yellow Head Tribal College and University of Alberta in Indigenous Awareness Training. This pillar will have many aspects including increasing the number of Indigenous professionals in their companies, to implementing their own HR policies, to developing Indigenous company and community engagement strategies. The pilot project is currently slated to take 18 months, but irons are in the fire to extend the program to three years, with hopes to actually run the program every year. Baroldi says, “All the lessons and learnings we obtain from this project we’re sharing broadly with our real estate partners across Alberta and all of Canada.” As part of the project, BOMA Edmonton and its partners are forming a steering committee that includes members from other real estate associations, Elders, Indigenous groups, and BOMA Canada and other BOMA associations. Real estate is the second largest industry by GDP in Alberta behind oil and gas. The real estate industry has fewer Indigenous employees than any other industry except agriculture, and BOMA Edmonton and its partners are on a mission to change that.

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EXCITING TIMES FOR ONE PROPERTIES T he ONE Properties team, led by President and CEO Darren Durstling, saw growth in commercial real estate in 2021 and expects continued growth in key areas in 2022. Existing projects are nearing completion, and new projects are on the horizon for the dynamic integrated real estate company based in Edmonton, especially projects in industrial and multi-family. In 2021, One Properties experienced many of the same challenges as other businesses in Canada: the impact of government mandates, increased health and safety measures restricting the work force, as well as interruptions, increased costs, and challenges with the supply chain. Running a company during a year dominated by the pandemic was the biggest challenge, acknowledges Durstling. Despite these challenges, One Properties came into 2021 with a plan for a robust industrial and logistics market. Durstling still finds it surprising just how strong the distribution market has become in Edmonton. He says, “the Amazon effect is alive and well and very active. A lot of companies have grown in 2021. I always knew it was there but I was just surprised how strong it was.” That upward trend is expected to continue in 2022. It makes sense then that One Properties will continue to invest in the industrial and logistics market, and, with growth trends also in multifamily, on that sector, too. Durstling believes the biggest challenges in 2022 will be inflation and pricing, seeing it across the board in construction and all aspects of delivery and surrounding finishing of projects. “We’re getting ahead of it, our procurement methods are very strong, and we’re working directly with suppliers such as steel, window wall, mechanical, electrical – we’re working hard to mitigate a lot of the risk from the inflation of construction prices.” Price point increases are one factor but also delivery time frames. Developers such as ONE Properties are facing distribution challenges as well, supplies that used to be four months out are now taking up to 10-12 months for delivery. ONE Properties is very focussed on this and really working with key suppliers to make sure they have the product. Careful planning and consideration is driving ONE properties forward to keep their promise of an “on time and on budget,” says Durstling. Durstling expects that ONE Properties will continue to see industrial and logistics flourish, multifamily will continue to rise, and they have impending announcements regarding the growth of the property and asset management side of the business.

DECEMBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Jasper Avenue & 120 Street. In partnership with IG Mackenzie Real Property Fund. Durstling highlighted a multifamily project nearing completion that is an exciting addition to the retirement living options in Edmonton. The Glenora Park project, located on Clifton Place NW, near 124th Street and 102nd Avenue, is a new partnership with Revera, a Canadian company that provides accommodation, care and services for seniors. The site, set to open in 2022 offers luxury retirement living, with breathtaking views of the river valley and is the first of its kind in Edmonton. The 290-suite, 23-storey building, is described as best-in-class senior living residence. The companies’ joint venture combines ONE Properties’ development expertise with Revera’s extensive operational experience to design the project and create outstanding senior living choices. The development offers superior amenities and

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Southpark on Whyte. In partnership with Wheaton Properties. living arrangements that can change as the tenants needs change. Also opening in 2022 is the Block BG project, also known as “Connect Centre” within ICE District is a partnership with Katz Group Real Estate. The project is the final leg of the surrounding plaza and will house The Banquet a Rec Room style entertainment spot, and The Canadian Ice House, a pilot project from The Canadian Brewhouse featuring Edmonton’s largest rooftop patio, coming in at 10,000 square feet. In addition, the Connect Centre’s anchor tenant is the Loblaws City Market, only the second of its kind in Edmonton, and designed to provide quality and fresh grocery options that align with the convenience and accessibility of ICE District.” With big plans, mindful consideration for the future, and attention to quality projects delivered within budgets and timelines, Durstling anticipates that 2022 will be another great year for ONE Properties.

World Cup dreams, advocacy for economic recovery and holiday cheers

2021 Board of Directors Board Executive

Chair: Elan MacDonald Vice President (External Relations), University of Alberta Vice Chair: Dennis R. Schmidt Principal, ALTURA Legal Advisory Secretary-Treasurer: Craig Thorkelsson Head of Tax, PCL Constructors Inc. Past Chair: Bryan DeNeve Senior Vice President, Operations, Capital Power Jeffrey Sundquist President & CEO, Edmonton Chamber and World Trade Centre Edmonton

Board Directors

Haydar Al Dahhan President and CEO, Design Works Engineering Aziz Bootwala Managing Principal, Edmonton, Vice President, Business Development, Kasian Architecture Interior Design and Planning Ltd. Nathan Carter Vice President, Projects and Construction, ATCO Energy Solutions Jonathan Gallo Managing Partner, Gallo LLP Chartered Professional Accountants Sandy Jacobson Vice President, Richardson Executive Search Annemarie Petrov President and CEO, Francis Winspear Centre for Music Jason Pincock CEO, DynaLIFE Medical Labs

Edmonton Chamber Executive

Scott Channon Director, Marketing and Communications Christen Rumbles Director, Finance Amin Samji Director, Member Services

Contact

Edmonton Chamber of Commerce #600 World Trade Centre 9990 Jasper Ave Edmonton, AB T5J 1P7 T: 780.426.4620 | F: 780.424.7946 edmontonchamber.com

Jeffrey Sundquist, President & CEO

robably, the editor expected this to be about the holidays but since we write a month in advance and today is November 1st, I am being inspired by the exciting performance of our men’s national soccer team recently, and their quest to qualify for the FIFA World Cup Qatar 2022™. Canada has risen 24 spots in FIFA world rankings this year alone and has the best chance of going to the World Cup since 1986. Edmonton hometown favourite and Bayern Munich star, Alphonso Davies, is leading the charge. All that gives a chance to dream about the future and, naturally, think about the role Chamber advocacy can play in helping Edmonton become one of 16 Host Cities for the FIFA World Cup 2026™. With venues across the U.S., Canada, and Mexico, imagine 3 billion broadcast viewers watching the tournament from every corner of the globe. That is Olympic-size viewership for a fraction of the cost. We are proud to support Explore Edmonton who have submitted the bid and have asked government to get behind it. Let me share some economic impacts that could be delivered to the Edmonton Region. As Host City, it is estimated that the five matches will generate $90 million in provincial tax revenue, attract 250,000 visitors, and support 2,500 local jobs. Overall, a $320 million boost to Alberta’s GDP is expected. Obviously, we want to be in the best position to attract events like this as well as those from other sectors. (Statistics courtesy of Explore Edmonton) It is not enough to dream. Economic recovery is forecasted for later in 2022 and a successful reopening requires solid policy initiatives and effective action by governments at all levels. Here is where the Edmonton Chamber is taking a lead role. We are already advocating for policies to foster economic growth and a competitive business environment that includes promoting the health and well-being of citizens. Our work on key priorities now can lead to success later including, and not limited to, winning the right to host a major international sporting event. Starting with the Government of Canada, we presented our 2021 Federal Platform: From Challenge to Change, developed in collaboration with the Calgary Chamber of Commerce. It has five policy pillars: Economic Recovery and Diversification; Talent, Skills, and Jobs; Environment and Climate; Finance and Taxation; and Trade and Market Access. It also includes 14 recommendations under each pillar specifying business priorities. On the municipal level, we urged the newly elected Mayor and Council to act on five points that reflect top priorities of the Edmonton Metropolitan Region business community: support an inclusive economic recovery; support downtown vibrancy; address housing, homelessness, and addictions; resolve red tape and permitting delays; and control municipal spending.

continued on next page BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2021

Through advocacy, we are working to ensure that the Edmonton Metropolitan Region can offer compelling business conditions; be an attractive destination for work, travel, and investment; develop and expand advantages and assets; and support its people and communities. It won’t be easy to put the effects of the pandemic behind us and it will take time. However, laying a thoughtful economic foundation with our partners and governments will enable us to get us there. Then, our higher aspirations can be within reach.

I would like to wish Business in Edmonton readers and everyone in the community a wonderful holiday season with friends and family. Take time to put worries aside and enjoy good company or some solitary time to reflect and recharge. In whatever way you celebrate, my wish is that it can bring a measure of joy and comfort as we look forward to 2022 with renewed hope.

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JaxonLabs | A Brand Innovation Company

Member Profile Tom Jackson, Corporate Director jaxonlabs.com What’s your story? In 2008, Tom was working on a denim brand and an infrastructure management business in Edmonton, Canada. Juggling two very different types of businesses he quickly realized the value of having a strong brand. Beyond the aesthetics, once a company knows who they are and why they exist, then they can start to prioritize their actions to achieve their goals. JaxonLabs started from a meeting with a local construction company whose owner purchased some jeans from Tom’s website and wanted help developing their brand. Tom Jackson What started simply as one entrepreneur helping another quickly grew into more and more business owners looking to Tom for guidance as they navigated building a brand in the digital eco-system. Today, we operate within Canada and the United States. Having worked with 70+ businesses and entrepreneurs over the past 7 years – from startups to businesses with 100+ million in annual revenue. Our projects have covered a wide scope of strategy and development Having difficulty traveling to some of those off beaten path – one thing is always towns, cities and resource facilities? consistent – the desire to help people/organizations Looking for the convenience of a charter flight without unlock the best versions having to deal with airport security? of themselves and bring value to their customers. If your time is valuable to you and your business,

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and our clients are involved in. Being a member of the Chamber seems like the best place to establish that connection. Who is your ideal client? Typically we work with scaling companies and medium-sized businesses that are looking to breakthrough in their industry and establish themselves as a leader. We’ve worked with companies across many industries (Technology, Industrial/Energy, Food Producers, Logistics Companies, Financial Services, Consumer Packaged Goods/Ecommerce, and many more). We also have an advisory program for startups and entrepreneurs. What has been your biggest challenge in business, and how did you overcome it? Establishing a model that allows us to support businesses in different stages of growth has been a major challenge. We have always strived to be a done-for-you service, although we’ve realized we needed to move to a hybrid approach that allows us to offer three levels of service. DIY (Do It Yourself - which we are currently working on tools to enable) to a DWY (Done With You – which is more advisory-

based), to our cornerstone that is doing everything for our clients DFY (Done For You – which is for clients who are scaling and/or established businesses) What is your favourite thing to do in Edmonton? Play golf at many of the surrounding courses, explore the river valley, and network with all the different communities that support the growth of our economy. If you could make one substantial improvement to Edmonton’s business environment, what would it be? I would focus on establishing business relationships outside of our community. We have a strong tech sector developing (which is fairly easy to export as far as trade is concerned). That and/or attract larger companies to invest money in developing a piece of their business in Edmonton. There are a ton of smart people, summers have a ton of daylight and as far as other major centers go, our cost of operating is relatively low. Not to mention we have a free trade zone around the airport.

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A Century of Growth, Success and Supporting Veterans: The VETS Group celebrates 100 years

By Nerissa McNaughton

stablished in 1921 by WWI Veteran Fred Rayner, the VETS group has been a quiet yet powerful force in Edmonton for 100 years. It started as Vet’s Sheet Metal Ltd. and grew to be a family business that includes VETS Sheet Metal and VETS Facility Services. The Group provides a full suite of HVAC services from full system design, through fabrication, construction, installation and service. For those who go to war to protect their country, does the war ever really end? The experience Fred endured on the front lines led him to name his company “VETS,” and the philanthropy extended to veterans by the brand continues to this day. But we are getting ahead of ourselves. Let’s turn back the clock and meet young Fred. Fred immigrated to Canada from England. When WWI broke out, he was working west of Edmonton, but joined the war effort. “He was injured in the war,” explains Erin Rayner, Marketing & Business Development Manager. “When he was in the hospital healing, he fell in love with his nurse, Fanny Sudlow. He convinced Fanny to come back to Edmonton with him after the war.” The VETS Group | Celebrating 100 years

Fred Rayner

He opened Vet’s Sheet Metal in 1921. The name honoured the veterans he fought alongside and would later employ. Fred proved to be a resourceful innovator and a very hard worker. It wasn’t uncommon to see Fred cycling to residential sites with sheet metal under his arm. Over time he developed and patented the Vet’s Sheet Metal Supreme, a fan-less gas furnace. Many homes in Edmonton still have this model. Fanny played a pivotal role too, encouraging and inspiring Fred, passing on timely information (which once cheekily came from eavesdropping on the party line!) to help move his innovations forward. The company became a legacy. “The VETS Group has always been a family business,” says Sean Rayner, President and CEO. “My grandfather, who was the oldest of Fred and Fanny’s boys, took over the business and his younger brother worked in the business for his entire career. Our grandfather, Al, later became the owner, President and sole shareholder. Our father, David, then took over the business in 1977 and ran it through 2005. That is when Erin and I joined as the fourth generation in the family enterprise.” The latest succession, however, was not going according to the plan. Sean was just 24; the decision was made for them when David was diagnosed with cancer. His prognosis was grim so the succession was pushed forward quickly. In true Rayner tenacity, however, David beat the disease and is still with the family today. Erin, left to set up her own event planning and marketing company, and later returned to handle The VETS Group’s communication and branding. As always, the bumps in the road didn’t slow this family – or the business – down. That is, until 2008.

The VETS Group | Celebrating 100 years | 2

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The VETS Group | Celebrating 100 years | 3

Sean shakes his head. “We had just doubled our space, purchased a ton of new equipment, and created the business that had been the vision in our heads when we took over from dad. Then along came the recession of 2008 and all the work dried up. “Within five months of moving we were facing a very uncertain future. Thankfully and fortunately, in May 2009 (on the eve of the customer open house in our new facility) we landed the first portion of the single largest contract in our history.” That contract was for the new Edmonton Remand Center. “It was a pivotal point in our recent history,” says Sean. From there it was ebb and flow but in a way that the

team could always adapt. A firm foundation set by the previous owners along with the technology and forward-thinking of the generation of employees and ownership has kept The VETS Group moving through economic ups and downs and now, the pandemic. Steady growth allowed the company to now serve all kinds of industry including forestry, agriculture, energy, wastewater, and mining. The acquisition of a facility services division broke them into HVAC service in Edmonton and Northern Alberta. For Sean and Erin, the success always goes back to the core values on which Fred built the company. “The acronym HONOUR harkens back to our military history. Our key customers appreciate and identify with those values in a way of their own. When we come into an environment with a customer that has had a challenge with a different vendor, etc. and we succeed with them it is because we like to do business the same way.”

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• Human leadership

Congratulations

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to the Vets Group on 100 Years

• Nurturing environment • Open communication • United team • Renowned craftsmanship

The VETS Group | Celebrating 100 years | 4

On top of this is a laser focus on a culture of safety. “We have been COR certified in Alberta for over three decades,” confirms Sean. “The fellow responsible for starting our safety program is still with us today, having been here for over 40 years. We are consistently one of the top five per cent of employers when it comes to safety in the province.” For Sean and Erin, what they appreciate the most about The VETS Group is the team. “Without their commitment there wouldn’t be a VETS Group,” says Erin. “The commitment and support of the people in the organization is the most rewarding thing for me,” adds Sean. “We have come through a really difficult time economically and corporately, dealing with some challenges in divisions, the Alberta economy and now the pandemic. We are coming out of it now stronger solely due to the support shown to myself and the organization by the management the rest of the team. We’ve asked a lot from them and they have given it. Through the pandemic there were reduced hours. The two years previous to that everyone did more with less because we asked them to and they did what we needed to grow and change.”

100 years! Congratulations on

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To thank the team and celebrate their achievements, Sean implemented an employee shareholder plan. The first offer was extended to 36 people; 15 accepted. “I felt that this was just the thing to give our employees that hold the company together and who make it a great place to work, to have them benefit from it longterm. It’s not just our family legacy. Many of our team members have had multiple generations working here too. I’d like that to carry on.”

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The VETS Group doesn’t just have an incredible impact on its team and clients, it also has an impact on the community. In keeping with the commitment to veterans, The VETS Group is a strong supporter of Valor Place. “We committed to providing the HVAC, labour, materials and installation for the construction build,” says Sean. “Since then we have raised and donated well over $200,000 through efforts, internally and externally, for Valor Place. It is near and dear to our hearts. We feel Veterans are under supported. This cause ties in really well with our values and it is a unique thing we can do to support the community.”

Congratulations on a century of service, from all of us at Givens LLP!

Erin remembers how they learned about Valor Place. “In the year The VETS Group turned 90, David saw an article in the paper about a new effort that was just beginning. In the column it mentioned that they were looking for a long ladder for a fundraising event. We have all the ladders in the world! Dad and I took a ladder to the event, which turned out to be in support of building Valor Place.” The VETS Group | Celebrating 100 years | 5

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It’s been 100 years and the family business is stronger than ever. “We can’t thank our suppliers, vendors, family, and team enough,” conclude Sean and Erin. “We are back in growth mode. We acknowledge the lessons we learned where we grew too much too fast; it was a challenge. We have committed to growing responsibly in a way that endears us further to the great customers we serve. Growing our capacity, acquiring geographically, and finding even more ways to serve our customers is the plan going forward, along with continuing the evolution of our employee ownership program and supporting the team.”

Erin Rayner and Sean Rayner. Photo by Rebecca Lippiat.

Q&A WITH SEAN AND ERIN What is one thing you wish everyone knew about The VETS Group? Erin: When they see the name… that we are not veterinarians! What is a really interesting thing most people don’t know about The VETS Group? Sean: The interconnected ways our 100 year history plays out. I recently went to get some records from our longterm accounting group. They had our financials from the ‘40s and ‘50s. Those records include many of the national brands we still work with today. Those brands were happy to support local companies from the start. Now they are part of our success and growth just as we were part of theirs.

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Congratulations to the VETS Group on 100 years! The VETS Group | Celebrating 100 years | 6

Service with Style The Gentlemen Pros Celebrate 20 Years By Nerissa McNaughton

he Gentlemen Pros are your one-stop source for all your home’s plumbing and heating needs. The name, “gentlemen” is incredibly deliberate. You can count on every interaction, from the call centre where a real person picks up the phone to the technician that arrives at your home, to act with professionalism and integrity. Brham Trim founded The Gentlemen Pros in 2001; but, although his father and grandfather were both plumbers, he had no intention to following the trade. At least, not at first. “At a young age my dad would wake me up and say, hey we are going to work! Aw, dad… do I have to?” Trim reminisces. “While my friends played, I worked. Looking back now, however, I am grateful for what he taught me. At the time, though, when I got out of school I decided to pursue dentistry.” A few years into his dentistry studies, Trim felt something was off. “I realized dentistry just wasn’t for me. It wasn’t feeding my drive or passion. I shared that with my dad and he said, why not open a plumbing company? I said I never got indentured or signed up in the trades, but dad reminded me that I already had the hours necessary. All those times working with him counted. He encouraged me to challenge the journeyman test.”

The Gentlemen Pros’ fearless leader and president, Brham Trim and general manager, Trevor Greenwood.

At that time Trim was 22 and newly married. He discussed it with his wife, and they decided to give it a go.

The Gentlemen Pros • 20 Years

He passed the test and registered the business, Action Auger, in 2001. The Yellow Pages were still the main search medium at that time. Having companies that started with “A” was the original way to land on the first page of the book! However, despite the name, Trim always had the word “gentlemen” in mind. “One of the reasons I didn’t want to be a plumber, originally, was because I saw how crass some of the plumbers could be. I saw customers getting taken advantage of. There was a real negative connotation associated with those in the industry. So, we were Action Auger, but our tagline was “gentlemen plumbers” because that is what we wanted to be. Being a gentleman meant being kind, friendly, prompt and professional.” In time, the tagline outperformed the company name.

Andrew Pringle (service manager), Mauri Stiff (call center manager), Brham Trim (president), Trever Greenwood (general manager) and Rodrigo Hernandez (financial manager).

“In 2008,” says Trim, “I was walking through the call centre and noticed one of the operators pick up the phone then quickly say, ‘okay, bye.’ I wanted to know what happened. She said it was a wrong number. On a hunch, I asked her to call back. The customer was looking for the gentlemen plumbers. I immediately thought, that is so much better as our main name! The Yellow Pages were on the decline, the internet was on the rise; it was time to make the change. That is how Action Auger became The Gentlemen Plumbers in 2008.”

can do that, I can do that. But they were all more established and could command that rate. I had to figure out what I was doing wrong.”

That wasn’t the only time the name would change.

That is how he was introduced to Success Group International (SGI).

Trim continues, “We focus on the big picture so we can handle all the major plumbing, heating, and gas issues that could go wrong in a home. For us, being in the service industry is taking care of people. That is why we decided, after growing from plumbing to include HVAC, why not add electrical? That division was added in 2019. With this evolution we knew we had to change the name again. We became The Gentlemen Pros: Plumbing, Heating, Electrical.”

“I brought my dad to the meeting. We learned SGI was selling systems and procedures on how to take care of your customers, take care of your employees and make a profit... basically everything needed to run a plumbing company. This is what I really needed! Then we found out it was $20,000 to take the course and $1,000 per month thereafter. My heart sunk. I got up to leave, but dad said, wait.

As he was contemplating these things, a postcard arrived in the mail. The verbiage was along the lines of, “do you want more time with your family? Are you underpaying yourself? Are you always behind on your payments?” For Trim, it was “yes” to all of that, so he went to the meeting advertised on the card.

Through it all they were growing geographically too. The company had launched in Calgary, expanded into Edmonton, then opened up in Red Deer, Lethbridge and Medicine Hat. But it wasn’t all smooth sailing.

“Dad pointed out two things. He had an unused credit card with $20,000 on it and the course had a 100% money back guarantee. We went for it.”

“Obviously in my early 20s I knew everything!” jokes Trim. “The reality was, I knew how to work hard but not how to run a business. I was paying myself peanuts and owed a lot of money to wholesalers. My pricing was based on calling up other plumbers to see what they charged. The cheapest one was $70/hour. I thought, hey if they

“We started to make money. We started to have fun. We provided customer service more in line with my original vision. We continue with SGI today.”

Trim smiles, “That changed everything.”

Later, in 2015 Trim had the opportunity to get his MBA and quickly realized the training he received through SGI was the same high caliber of

The Gentlemen Pros • 20 Years • 2

CONGRATULATES

FOR 20 YEARS OF SERVICE TO IT'S CUSTOMERS AND THE INDUSTRY

20 YEARS OF SERV ICE

education, but curated directly for the plumbing, heating and electrical industry. “I was so grateful to learn, grow and have that help.” In 2007 things were going so well Trim decided to expand The Gentlemen Pros into British Columbia. Fourteen new trucks were ordered, doubling the fleet. Then, on the morning of Thanksgiving he got a call at 2 a.m.. The policeman on the other end of the line told him to hurry to the shop.

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It was on fire. “I was not prepared for what I saw,” says Trim. “The whole building was fully engulfed. One of the great blessings the good Lord gave me at that time was the only thing that was not destroyed: our server. “We picked up the pieces and moved on, but it was hard! The next month was when the trucks were to arrive and the lease payments for them started. We had to really rally as a group, not just me but the whole family and team.” The gentlemen values of everyone on the team shone through, as did Trim’s vast support network that he unconsciously grew over the years. Staff, vendors, customers, suppliers, friends and family rallied around The Gentlemen Pros. The brand came back, stronger than ever. As time marched on Trim’s drive and passion for The Gentlemen Pros never waivered. However, it wasn’t just the business that was growing. It was his family too. Trim started to miss seeing his four children grow up because he was on the road constantly visiting the satellite offices. To achieve better balance, in 2011 the decision was made to close the B.C. market, especially since growth was still ongoing in Alberta. During the COVID pandemic, he took the opportunity to consolidate and streamline operations even further. Trim says, “If our clients could be a fly on the wall every morning when our team comes in to discuss the work for the day, train or get ahead of issues, our clients would clearly see the love and passion for what we do and how we take care of our customers.” “The future is exciting for us!” Trim concludes. “We want to continue our growth. I joke that I want to take over the world when it comes to plumbing, HVAC and electrical, but I’m kind of serious. That is where I want to go. We have a lot of great people. I know we can get there.”

CONGRATULATIONS TO OUR FRIENDS

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The Gentlemen Pros • 20 Years • 4

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