July 2013 Business in Edmonton by Business in Edmonton Magazine

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2013 CIFFA/EIA CARGO CONFERENCE Wednesday & Thursday, September 25 & 26, 2013 Edmonton International Airport

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THIS IS NOT AN AD FOR ROCKY MOUNTAIN EQUIPMENT. But it is an ad for everything we stand for. Things like honesty, integrity, and helping you put food on your family’s table. But above all, it’s an ad to let you know that none of those things are going away because we’re calling ourselves Rocky Mountain Equipment. Because even if the name on the sign is changing, our values won’t. Introducing the new Rocky Mountain Equipment DEPENDABLE IS WHAT WE DO.

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LOCAL BUSINESS

LOCAL ENTREPRENEUR GIVES PARENTS A TIME OUT

There are many great places for parents with kids, but most of those places are designed solely for the enjoyment of children. Indoor play gyms, parks, and rec centres are great for family time, but what about the parents that need a little pampering? Sure, you could go to a spa, but that also means booking a babysitter and spending your relaxing treatment worrying about your child. Well, not anymore! Thanks to the innovation of Spruce Grove’s Erin VanOene, parents can get a well-deserved time out. Time Out Beauty Retreat is a full service salon and spa with one major difference – an expertly designed children’s playroom. Parents get pampered and children play all under one roof. VanOene’s decision to open Time Out Beauty Retreat is the classic example of necessity being the mother of invention. “My husband works away in oil and gas,” says VanOene. “My family doesn’t live close enough where they can just pop by and I was new to Spruce Grove and Stony Plain so I didn’t have friends yet. I just figured there had to be more for women like me that had kids and no support system. Prior to opening, VanOene conducted months of market research by handing out surveys. She would set up tables at events and mom groups to present her survey and ask parents what they thought of her idea. It’s evident that since Time Out’s opening in 2009, many people have found her idea to be a good one. “Women love us!” smiles VanOene. “They think the idea is great. I hear people say that our childcare rates are cheap and then there are others that say it’s not. Those people say ‘Oh I’ll just get my mum to watch them’ and that’s fine, but some ladies don’t have that option and that’s where we play a good part in helping them out.”

WORDS OF WISDOM POSTED IN THE TIME OUT BEAUTY RETREAT.

The playroom hosts a variety of active toys, large blocks for stacking and foam mat. A separate room with a child-size table is used for crafts and watching kid-friendly programs. The playroom’s bathroom has a child-size toilet and a short-pedestal sink. The defining part of the playroom, however, is the mural. The mural is based on Dr. Seuss’ The Lorax and took over 80 hours to paint. The playroom is staffed by two women that rotate days. Both are mothers and have First Aid and CPR certification. While this concept seems aimed at mothers, men enjoy both the babysitting and the spa services as well. “Men and fathers use the massage room, they receive haircuts from our stylists, some even have pedicures,” says VanOene. “Time Out isn’t just for moms, men and husbands are welcome too.” Time Out Beauty Retreat provides relief for several charities in addition to parents in need of a little TLC. “Parkland Food Bank is one,” remarks VanOene of the charities Time Out supports. “We do a food drive at Christmas to donate to them. We’re also collecting pennies to donate to them.” Time Out also campaigns on

CHILD CARE AREA AT THE TIME OUT BEAUTY RETREAT.

behalf of Local 4 Local 4 Local and Ronald McDonald house. While Time Out is the only salon of its kind in Spruce Grove, VanOene envisions a bright future for this thriving salon. She hopes to franchise in the future. Learn more about getting a time out at timeoutbeautyretreat.com. BIE

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ARE OIL AND GAS PROTESTORS BITING THE HAND THAT FEEDS THEM?

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How do you justify protesting an industry that sustains you? Go on a psychological journey into the mind of a protestor. The answer is more complicated than you think.

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After nearly 135 years, Edmonton’s most beloved summer festival might just have resolved its identity crisis.

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NEWS FROM THE MONTH

RETAIL

STEVE MADDEN PUTS HIS BEST FOOD FORWARD IN WEM

West Edmonton Mall (WEM) is known for its outstanding shopping experience and attractions. With over 30 million annual visitors browsing the mall that is the equivalent of 48 city blocks, everyone can find something they want, need or desire at WEM. There are over 800 stores and services, so unless shoppers have three or more days to visit each one, they must pick and choose what they want to see and experience. As of last year, choosing a shoe store got a whole lot easier. Steve Madden opened in WEM on October 6, 2012, and shoe aficionados have been rejoicing ever since. “Who wouldn’t want to be in such a prestigious location! Says the media representative for Steve Madden Canada of their triumphant entry into WEM. “We were receiving regular phone calls at our Calgary stores inquiring about a location in Edmonton. Combined with emails sent to our head office, it just made sense that the Steve Madden brand was present at West Edmonton Mall.” While most brand name designers hail from European fashion houses and have decades of history behind them, Madden has only been around for the last two decades – but what a couple of decades that has been! In 1990, Madden had $1,100 in his bank account and a dream of providing

stylish shoes for the modern woman. From his factory in Queens, he set about making that dream a reality. In a matter of 23 years Madden’s shoes went global. You can find a store or affiliate selling Madden almost anywhere in the world, and now Edmonton is no exception. For women, one of the things that distinguishes Madden among the many shoe designers vying for a slice of the sweet shoe lovers’ pie is the attention to detail he puts into the arch of the shoe. The arch of a shoe is what determines how comfortable it is to wear and that is why a woman can spend a full day in towering high heels without sore feet. If the arch is properly constructed, they are comfortable. If it is not, the shoe comes off in a matter of hours and the wearer hobbles the rest of the day in sore feet. Since sexy, well-made shoes have been the demand of fashionable set since shoes were invented, Madden’s dedication to shoe construction is second only to his dedication to making his shoes desirable. Edmonton is full of that can-do, entrepreneurial spirit. You can see it in the number of tech start-ups, the shops stay busy in defiance of the Walmarts and Targets that surround them and the flurry of business ideas exchanged on local blogs and forums. Madden’s WEM location is a great inspiration to Edmonton’s entrepreneurs. Not only are they inspired by a man that turned $1,100 and an idea into a global success, they know they can present their ideas to the world while standing tall in a comfortable, stylish, modern shoe. BIE

“What inspires me is what I see people wearing on the streets of the world from New York to London and beyond. I get my ideas and inspiration from pounding the pavement all over the world. Today, fashion is dictated by individual style. To me, the fashion of the future is anything that a young guy or girl feels good wearing as long as it’s put together in the right way.” – Steve Madden

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www.businessinedmonton.com | Business In Edmonton Magazine | July 2013

ECONOMIC FACTORS JASON BRISBOIS

IS ALBERTA THE ECONOMIC ENGINE OF CANADA? BY JASON BRISBOIS

few weeks ago the University of Alberta’s Institute for Public Economics held an interesting conference entitled: Alberta’s Future Challenges. Numerous well-known and well-informed academics, elected representatives and policy makers discussed issues such as energy development, Alberta’s role in a Canadian energy strategy, and how Alberta is perceived from outside the province. The Honorable Ken Hughes, Alberta’s Energy Minister, gave a well-received luncheon address in which he referred to Alberta as “the economic engine of Canada.” It was not the first time someone has made that statement. As far as back as 2009, the Financial Post ran a lead story entitled Alberta’s Oil Riches Driving Canada’s Economy, citing a report from the BMO economics group; and there have been many similar headlines and references since. However, Minister Hughes’ statement made me wonder: how widely accepted is his view, and how would you prove it? In fairness, when people refer to Alberta as an economic engine, I think they really are referring to the oil sands industry. In 2012 the Conference Board of Canada released a report that stated the following: in the next 25 years, over $360 billion of investment is expected

While the largest part of the investment and employment benefits accrue to Alberta, other provinces will also benefit significantly through supply chains and salary remittances. to take place in the oil sands. This will support 3.2 million person-years of employment across the country. While the largest part of the investment and employment benefits accrue to Alberta, other provinces will also benefit significantly through supply chains and salary remittances. There is no disputing that $360 billion is a big number, even if it is over 25 years (it averages out to about $14 billion per year), but many industries in other provinces also have big investment intentions. Does that make those provinces Canada’s economic engines as well? One way to sort it out is to compare the provincial shares in Canada’s gross national product (GDP). Using RBC’s March 2013 provincial outlook, Alberta’s share is just over 17%, while Ontario’s is over 37%. Ontario’s GDP forecast for 2013 is $625 billion. If the

anticipated oil sands investment does not happen, how much of that $625 billion would disappear? Undoubtedly some, but not enough for the average Ontarian to stay awake at night worrying. Let’s look at it another way, also using GDP. RBC forecasts real GDP growth for Canada of 1.9% in 2013. If we remove all of Alberta’s GDP from that forecast, the growth rate becomes 1.6%. Now a 0.3% change in the national forecast is nothing to sneeze at – in fact it is pretty significant; but does it mean the country comes to an economic standstill because Alberta was removed? Probably not. My conclusion is that Alberta is an important contributor to the Canadian economy, but calling ourselves the economic engine might be a bit of a stretch. BIE Jason Brisbois is the director of the Western Centre for Economic Research at the University of Alberta School of Business.

There is no disputing that $360 billion is a big number, even if it is over 25 years (it averages out to about $14 billion per year), but many industries in other provinces also have big investment intentions. Does that make those provinces Canada’s economic engines as well? 10

July 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

OIL SANDS

ARE OIL AND GAS PROTESTORS BITING THE HAND THAT FEEDS THEM?

Are Oil and Gas Protestors Biting the Hand that Feeds Them? How do you justify protesting an industry that sustains you? Go on a psychological journey into the mind of a protestor. The answer is more complicated than you think. BY NERISSA MCNAUGHTON

ne of the great things about living in Canada is our freedom of speech and right to have and express an opinion. One of the greatest things about living in Edmonton is the oil and gas revenues, the proximity to Fort McMurray and its high paying oilfield jobs. But therein lies the conundrum. How do you balance the right to

protest the alleged environmental damage caused by the oil sands while enjoying the prosperity and convenience it brings us every day? Arenâ&#x20AC;&#x2122;t oil and gas protestors literally biting the hand that feeds them? There is only one way to answer that question and that is to enter the mind of the protestor and take a good look around.

www.businessinedmonton.com | Business In Edmonton Magazine | July 2013

OIL SANDS

ARE OIL AND GAS PROTESTORS BITING THE HAND THAT FEEDS THEM?

Edmonton’s Leslie B. Block, M.Ed. R. Psych, is a registered psychologist and the founder of Leslie Block & Associates (Psychology). His private practice spans 25 years and he has a special interest in clinical and forensic psychology. His research paper, Relentless Pursuit of a Social Cause1, which he created specifically for the purpose of this article, allows us to experience the feelings of the radical protestor. Block first points out that protestors rarely act alone. “A collective voice is harder to ignore than a lone cry,” he states in his paper. “Some people inadvertently seek such opportunity to satisfy their own psychological needs while still believing they are protesting for a noble cause. There are those who feel justified in violating social rules and norms (e.g., seen in protests and civil disobediences) where such behavior is condoned.” Basically, the protestor acting on the more extreme scale (vandalizing pipelines and using violence or force to make their point) is not necessarily acting on a firm belief. He or she may be using a group to justify a need that has little to do with the cause he or she is protesting. There is a danger in this type of congregation and that danger is mob mentality. “The disenchanted fan may congregate spontaneously and feel empowered by the growing mob,” Block points out. “Participants may become riotous for no other reason than to stir up excitement, feel powerful, and act out in a cloud of anonymity. They may try to impress their peers by acting in an outrageous manner. It is not uncommon for these individuals to behave in a lewd or violent manner; something they are less likely to engage in on an individual basis.” According to Block, the more violent the protester, the less likely they are acting for the cause they are protesting. The protest is a mask for a deep, psychological need, but one does not need to be blowing up pipelines to fit into this mold. As Block points out, sometimes protesting is simply fashionable. THE ENTIRE PAPER WILL BE POSTED AT WWW.LESLIEPSYCHOLOGISTS.CA.

July 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

“Protests on pipeline construction or other ecological matters are also becoming vogue. Paradoxically, these protestors are using the very products they implore others not to use. Whether by ignorance or irrational behavior, these protestors are often less organized and more uncertain of their role. They may lack a true cause or ideal, only partaking in a passing fad.” It is important to take note that Block is referring to a very specific type of protestor; the radical. For every protestor that feels blowing up a pipeline is the best way to get their point across (hint: it’s not), there are dozens of protestors that know exactly what they believe in and go about championing their cause aggressively through legal, safe, acceptable means. There is another side of this to consider and one that Anthony Greaves, vice president of Earth Care Products, sheds a light on. Earth Care Products sells Sphag Sorb, an environmentally friendly organic absorbent derived from sphagnum moss. Sphag Sorb can be used to clean up oil, gas, diesel fuel, solvents, paints, glycol and organic chemical spills. Being in the spill response business, Greaves sees first-hand how a citizen can turn into a protestor. Greaves is not a protestor or an activist, but what frustrates him is the lack of knowledge and carelessness that creates these issues in the first place. For example, when a CN train derailed near Wabamun in 2005 dumping its load of oil into the lake, the emergency response became convoluted and ultimately ineffective. Although a trained emergency response team immediately brought out a tried and true absorbent product to safely and effectively clean up the oil that was spilled, provincial officials stepped in to prevent the use of the product because they were not educated on the properties of the product, and did not know what it was. While that may seem like an appropriate safe guard, these offi-

OIL SANDS

ARE OIL AND GAS PROTESTORS BITING THE HAND THAT FEEDS THEM?

PEEK-A-BOO. I see you.

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OIL SANDS

ARE OIL AND GAS PROTESTORS BITING THE HAND THAT FEEDS THEM?

cials did not take the time or make the effort to learn about the product before, during or after the incident. This type of specialized knowledge and response is the expertise of the trained emergency response teams and should be left in the hands of the experts. If the officials making those type of ultimate decisions want to use their power responsibly, then self-education and awareness of the industry needs to be a priority. “I often wonder what happened to make them [protestors] this way,” says Greaves. “What drives them to protest? Look at what happened at Wabamun, what the [lake residents] saw and experienced first-hand. Maybe that is a real life example of where protestors come from.” Greaves has seen first-hand what happens to the environment when those in charge of handling or transporting oil and gas get careless. However, Greaves has as very balanced approached and sees the big picture. “I see change, but it should be faster. Not so that I can sell my product, but because it needs to be done. The best way to protest is to have a solution. If your hand is giving you trouble do you just cut it off? No because then you can’t feed yourself.” The thought process laid bare by Block and the observations of Greaves paint a very interesting picture of the mind of a protestor; and it becomes clear that all protestors cannot be painted with the same brush. The radical protestor can make progress for their cause, but their motivation is highly suspect. “People are affected by external pressures and realities but also have internal motivations, drives, and dynamics that are as diverse as the causes,” concludes Block of the radical protestor. “But only a relatively few of these participants is so deranged that they need anonymity and secrecy to conduct their dark deeds with no limits. It is usually the interplay of internal and external forces that lead to deviant behaviour.” So that leaves people like Greaves and the citizens of Wabamun. People who recognize the need and importance of the oil and gas industry but push for a balanced approach; people who see a problem and offer a solution and education on alternatives. This type of “protestor” has the calm rationale that is missing in the radial. They still find each other, congregate, and find comfort and support as a group, but groups like these are not prone to volatile eruptions.

July 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

While the radical can and will be heard, their message is often lost in their overt display of histrionics and whatever progress they made can be fleeting. The balanced protestor is the one that uses a carefully constructed strategy and works within established and accepted systems to bring about lasting change. They see the necessity of the cause, but work hard to lessen any associated negative impact. As we withdraw from the mind of the protestor, we can now answer the initial question: are oil and gas protestors biting the hand that feeds them? The radical likely is, but the balanced protestor is not. They are just making sure those hands stay nice and clean. BIE

CAPITAL EX

GIMME A K!

GIMME A K! BY BEN FREELAND

After nearly 135 years, Edmonton’s most beloved summer festival might just have resolved its identity crisis.

nyone looking for evidence of Edmonton’s self-effacing nature and perpetual crisis of identity need look no further than its premier summer festival – and its apparent inability to decide what to call itself. Known as “Klondike Days” for as long as most Edmontonians can remember, the festival was abruptly renamed “Capital EX” in 2006, and then rechristened “K-Days” last year, a name that will be officially adopted for this year’s festival. Selected by public vote at the end of last year’s festival, this hip new riff on the old name has been greeted warmly by the public at large. Whether this will be the shot needed by this venerable festival, whose attendance peaked in 2005 and has since vacillated, remains to be seen.

The irony of the festival formerly and now again (sort of ) known as Klondike Days, is that it itself actually predates the Klondike Gold Rush by a couple of decades. The fair, originally known simply as the ‘Edmonton Exhibition,’ was first held in 1879 by the Edmonton Agricultural Society on the original site of Fort Edmonton in what was then part of the North-West Territories. Originally a fall festival, the fair was moved to spring in 1893 and then to summer in 1901, and the parade for which the festival is best known today was added in 1903. By 1904 the festival was massively popular, drawing over 20,000 attendees (exceeding the city’s total population at the time), when it was moved to its present-day Northlands home. It was not until 1962 that www.businessinedmonton.com | Business In Edmonton Magazine | July 2013

CAPITAL EX GIMME A K!

it acquired the name ‘Klondike Days,’ when the festival adopted its trademark frontier theme as an homage to its ‘wild northwest’ routes. The name-change from Klondike Days to Capital EX may well go down in history as one of Edmonton’s biggest public relations mistakes. After attendance peaked at 810,503 in 2005, event organizers decided to dump the gold rush name and theme in favour of a more modern feel. The name change coincided with a 15 per cent drop in attendance in 2006, and while festival organizers attributed the drop to a spell of extreme heat, displeasure over the name change persisted until 2012, when it was announced that the festival would choose a new name by way of a popular vote. In a ‘Name Your Fair’ contest officiated by Northlands, in collaboration with the Edmonton Journal and Global Edmonton, a commanding 76 per cent of participants voted to restore the old name, albeit in the shortened form ‘K-Days.’ The resuscitation of the new name, and the contest that surrounded it appear to have generated a resurgence of interest around the fair, a fact that pleases its organizers. “In the past Edmontonians were very engaged with the fair, but in recent years they haven’t to the same extent,” says Northlands public relations specialist, Lauren Andrews. “This was the reason behind the name change [to Capital Ex]. Over the past few years we’ve been looking for new ways to engage the public while staying true to the past, and what we came to realize is that nobody was engaging with the new name.” Andrews adds that the contest-based

July 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

approach to the renaming was a deliberate attempt to get the public fired up anew about the festival. “We put it back to the public and told them ‘It’s your fair; you name it,’ and the public made it clear that they wanted the old fair back.” According to Andrews, Edmontonians and out-of-towners nostalgic for the Klondike Days of old are in for a treat. Old K-Days staples like gold panning, turn-of-the-century costumes and the festival’s venerable mascots Klondike Kate and Klondike Mike will be making a triumphant return this year. There will also be some new additions to the festival at Northlands Park, including a “Park After Dark” event, beer gardens, a “bigger and better” ribfest, a corporate cabana and a larger than ever musical stage featuring a well-known artists. Andrews asserts that the organizers’ aim is to balance the wishes of Klondike Days nostalgists and newer and younger Edmontonians for whom the gold rush theme strikes less of a chord. “We’re a fast growing city with a lot of newcomers,” she explains. “We want to rekindle that old enthusiasm.” The 2013 K-Days festival will begin on July 19 with the annual parade and last until July 28. As always, Northlands Park will be abuzz with activity during the week with the Independent Midway (featuring a Ferris wheel and carnival tents of all sorts) and the Grand Shopping Experience featuring wares from a diverse assortment of artists and designers. For youngsters aged two to 14, Kids Town will provide indoor rides, games and other children’s attractions. The fair will also feature local amateur performers who will perform on the TELUS Stage and compete for a

CAPITAL EX

GIMME A K!

According to Andrews, Edmontonians and out-of-towners nostalgic for the Klondike Days of old are in for a treat. Old K-Days staples like gold panning, turn-of-the-century costumes and the festival’s venerable mascots Klondike Kate and Klondike Mike will be making a triumphant return this year. There will also be some new additions to the festival at Northlands Park, including a “Park After Dark” event, beer gardens, a “bigger and better” ribfest, a corporate cabana and a larger than ever musical stage featuring a well-known artists.

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CAPITAL EX GIMME A K!

While the return to the old name and the old themes in no way guarantees a spike in attendance, particularly given the wide proliferation of festivals Edmonton enjoys today, Andrews believes the enthusiasm around the return to K-Days is a positive sign of things to come.

$3,000 grand prize, as well as the usual wide selection of local eats ranging from ribs to cotton candy. “It’s the same festival it’s always been,” says Andrews. “We just bringing back some of that old flavour that people were missing.” While Andrews concedes that the name change to Capital Ex was a misstep, she adds that the festival, regardless of its name, has continued to be extremely successful. Klondike Days/Capital Ex/K-Days remains among the top 25 festivals in North America, attracting over 740,000 visitors – a noteworthy increase from 2011. Still, she argues that the fair can – and will – do better in coming years. “We want Edmontonians to really own this festival and create new memories around it,” she says. “The Calgary Stampede does a fantastic job in galvanizing that city, and we want to do the same thing here. A lot of that pride stems from nostalgia, which is why we’re bringing back the gold

July 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

rush theme. The Klondike Gold Rush is an important piece of our city’s history, as we were an important stop on the Canadian overland route to the Klondike, and it’s something that should be celebrated.” While the return to the old name and the old themes in no way guarantees a spike in attendance, particularly given the wide proliferation of festivals Edmonton enjoys today, Andrews believes the enthusiasm around the return to K-Days is a positive sign of things to come. “K-Days is perhaps the oldest institution in this city, older than the city of Edmonton itself, and it’s meant a lot to a lot of people over the years. Just recently we had a couple tell us they went on their first date at the fair, and then came back years later for their wedding photos. Our goal is for their kids to be able to build the same kinds of memories around the fair as their parents did.” BIE

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Look and Move Ahead

BY MARK KANDBORG

“The variety of businesses represented and the quality of the nominations made this an intense process, but by the end of the afternoon we reached complete consensus. The process was a great testimony to the quality of the business people and community spirit in the greater Edmonton area.” Fellow Judge Lorne Rubis agrees. He’s very aware of the extent to which Alberta is run by small and medium businesses like This month, and every July in the foreseeable those represented here. “They’re a great future, we have decided to showcase 20 of these value to the economy and their community LORNE RUBIS stories, and the men and women behind them. involvement is remarkable,” he says. “They We’ve designated these individuals as “Leaders may not make the news, but they certainly of Tomorrow,” but it would have been just as make up the fabric.” accurate to describe them as Leaders of Today, What Rubis found most striking after because these aren’t business people with mere reviewing all of the nominations, however, potential. They’re Edmontonians who rolled up was how common it is for these individuals their sleeves this morning as you read this, and and their companies to invest back into the likely many, many mornings before this one, community. “They reach a threshold where dove in and got the job done. The ‘Tomorrow’ they want to give back,” he says, adddenominative is applied because these particuing that it’s surprising how quickly in the lar individuals, while already successful, are just business cycle that seems to come about, JAMES GILLESPIE getting started. They’re looking to the future, especially with those they chose to recogand whether intentionally or not, inviting us to nize here. “It’s amazing how many budding look there, too. entrepreneurs are already engaging in that The selection process was straight forward. process,” he says. “Not just giving money, Three judges, Jason Brisbois of the Western but making it part of their culture.” Centre for Economic Research at the U of A While it’s true that the following entrepreSchool of Business and a regular contributor neurs’ values and hard work may not make to this magazine, Lorne Rubis of ATB Finanthe nightly news or the front page, at least cial and James Gillespie of MNP, set themselves not right away, we hope that the recognition to the task of pre-screening each nomination we’re proud to provide will go a little way in and assigning an initial ranking based on the making up for that. The Leaders of Tomorrow JASON BRISBOIS nominee’s contribution to excellence in their may not seek the spotlight, but it has found own business, in the community and in their them nonetheless. industry at large. So if we may be so bold, we’d like to sug“We then convened for an afternoon and compared our gest that you join us in ignoring that one piece of motherly rankings and the rationale for our choices,” says Brisbois. advice, and by all means... mind these people’s business. BIE hose of us who work at this magazine occasionally received the same admonishment from our mothers as most of you probably did, which was to mind our own business. Evidently, we here chose to ignore that particular piece of advice and have, in fact, made other people’s business our business. May I say we are the happier for it as we’ve surveyed the landscape, examined the trends and listened to the stories. It’s been inspiring, as we hope it has been for you.

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www.businessinedmonton.com | Business In Edmonton Magazine | July 2013

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LEADERS OF TOMORROW

Leader of Tomorrow:

Bill Knight

Company: B&B Demolition Ltd.

ike most of us, Bill Knight had a number of different jobs in his youth. “I did everything from milking cows to selling vacuum cleaners door to door to selling pagers, back in the days when there were pagers,” he says. But between all of those false starts he worked in demolition and it just kept drawing him back. So when it was time to get serious, Bill decided to put all his eggs in one basket and formed B & B Demolition. His young son, Steven, came up with the name. “He thought bigger and better sounded good, so we shortened it to B & B.” As for the wisdom of starting a business on December 15, 1999, “I figured if the world came to an end, they’d always need a demolition contractor.” As it happens, the world didn’t come to an end and Bill says he’s never looked back, growing his business from the basement of his house to where it is today, with more than 70 employees in the field. He’s quick to point out that he doesn’t particularly like the “E” word, however. Detests it, in fact. “We don’t have employees, we have team members,” he says. “We have a very strong focus on people becoming independent and successful. When they flourish, so does the business. Our people are our success.” Bill measures success not only by how much his company earns, but by how that money is spent. “I was on my own since I was 15,” he says. “I had a lot of help, so I believe that once you’ve reached a level of success in business, it’s important to give back. And it’s not to give out, it’s to help people out. Not a hand out, but a hand up. If I can really help that next person to reach their level of greatness, there’s no greater success than that.”

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LEADERS OF TOMORROW

Leader of Tomorrow:

Tony Freund Company: Beck Developments Inc.

hen Tony Freund went out on his own from a partnership, he was unsure what to call his company. Then it came to him. “Beck was my grandfather’s name, my Opa,” he explains. “He was an old time German tradesmen and he passed that same year. It’s sort of an homage to him.” Through Beck Development, which specializes in commercial construction, large-scale interior projects, smaller freestanding sites and pre-engineered buildings, Tony does his best to carry on the traditional values and work ethic of his company’s name sake. He strives to “be ethical, be loyal, be true to who you are and what you believe.” One of the things Tony believes in is the tried-and-true method of learning from one’s own mistakes. This philosophy informs his leadership style, which is one of empowerment. He has no interest in running a dictatorship, choosing instead to help his people identify their strengths so they can take charge of their own work. “Like any owner, you’re only as good as your team. And really, what I am is a team leader.” Tony doesn’t just surround himself with good people. He learns from them. “I’m 44 now, and when I used to hear these stories of experience as a young guy I kind of shrugged them off,” he says. “But now, when you’ve been there and done that, I have a lot of respect for the good old boys who taught me back then.” Some of the best pieces of advice he’s received over the years have been the simplest, he says. “Wherever you are, be there. It’s got to be 20 years ago someone told me that, but it still sticks with me today. It reminds me to pay attention, stay focused and give it my all. Hard to go wrong if you do that.”

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LEADERS OF TOMORROW

Leader of Tomorrow:

Terry Stephenson Company: Vertex Resource Group Ltd.

Chartered Accountant by profession, Terry Stephenson evaluated a lot of businesses and watched a lot of deals transpire while working in, and sometimes running, the finance departments of some pretty big corporations. That experience served him well once he decided to “try doing something on my own,” as he puts it. Stephenson acquired two small environmental consulting companies in the spring of 2005. “That was kind of the start of it,” he says. He formed Blackjack Investments (now Vertex) with a former mentor and acquired two additional entities, these in the construction sector. “We basically took the business from $2.4 million in ‘05 to about $107 million last year,” he says. Terry would be the first to admit that while those numbers are impressive, the road from $2.4 million to $107 million was not without its challenges – most notably the economic quagmire sitting right in the middle. Terry was determined that the downturn for his company was going to be short-lived, however, and used it as an opportunity to recruit middle and senior-level employees to divisions that he believed were likely to turn around the quickest. The move was a prudent one and when the economy began to improve, Vertex was able to execute an even greater magnitude of work than before. “One thing I’ve learned is not to be scared of change,” he says. “When you make a decision, make sure that it’s the right one and implement it quickly.” This openness to change may be why Terry is often described as being atypical for an accountant; not cautious and averse to risk, but aggressive and willing to take a calculated gamble. The key word is ‘calculated,’ of course. “You’ve got to really know what you’re good at and try not to conquer the world,” he says. “Stay focused so you don’t dilute the quality of service you provide.” Platinum Partner

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LEADERS OF TOMORROW

Leader of Tomorrow:

Jerry Hanna Company: Clearflow Enviro Systems Group Inc.

or water to have optimal value to us and to the earth, it has to be clean which, increasingly, it’s not. That’s a trend that Jerry Hanna, and his company Clearflow Enviro Systems, is working hard to reverse. His quest to solve a huge problem began with a small one. “A friend called me up asking for help with some surface water issues,” he says. “I had a background in storm water processing, so I said sure, but the more we got into it we realized that we couldn’t get answers to all the questions we were coming up with.” So he set his mind to finding the answers himself. With a fish tank. In his basement. Jerry’s moved out of the basement, and Clearflow is beginning to change the way the world thinks about cleaning its water. “Standard practice is to have someone come and treat 100 per cent of your water at the end point with chemicals. If the chemicals don’t work, they add more. You add enough,” he says, “you can actually cause the particles to suspend. Not good.” Jerry’s approach is to find out what’s causing the problem in the first place and solve it there, at the source. An ounce of prevention in this business is worth a heck of a lot. Because it works. Fast. “Where in some cases you’re looking at 1 – 5 weeks to get bio-reaction systems to work, our system works within minutes,” he says. “There’s a company in India that’s spent over $40 million over the last 10 years trying to clean a particular project and have finally reached 40% efficiency. We went in there and reached 96% efficiency in hours.” With the combination of incredible growth in the North and the focal point for tech that is the U of A, Jerry believes that Edmonton is an industrial research sweet spot. “We’ve got to quit buying from everybody else, because there are some tremendous technologies in Alberta that nobody’s seen,” he says. “We need to start waving our own flag.”

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LEADERS OF TOMORROW

Leader of Tomorrow:

Jason Collins Company: Collins Industries Ltd.

here aren’t a lot of young Canadian men who can say they walked away from a professional hockey career to get a “real” job, but Jason Collins can. “I spent a year playing in Texas after graduating from university, but after being exposed to what life as a professional hockey player was like, I realized how difficult being on the road would be. As a newly married guy, it just wasn’t that attractive to me anymore.” So he hung up his skates and went to work for his father’s steel fabrication company, and he’s never looked back. Jason had worked for his dad during the summer months, of course. “Once I had my drivers license, I didn’t have much of a choice,” he laughs. “I learned a lot about responsibilities and organizing, and in hockey I learned a lot about winning.” That combination has served him well, and now he and his brother run the company. Jason explains that their father taught them there’s no difference between business and life, because the same rules and principles apply. “You don’t conduct yourself one way at home and another way at the office,” he says. “We learned how to treat people properly by watching our dad. He was always involved in everything that we did. On top of building a business, he was at every hockey game or practice, basketball game or ski meet that we ever participated in. We sat down as a group at the supper table every day. That’s a pretty amazing commitment.” Before things get too warm and fuzzy, don’t discount Jason’s competitive side. “Being involved in a team that outperforms another team inspires me,” he says. “Building a strategy that beats other people, I like that. In business, if you’re not the best, eventually you’re going to fall by the wayside. It’s fun to try to be the best, and to pick the best people.

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LEADERS OF TOMORROW

Leader of Tomorrow:

Ed Cyrankiewicz & Ron Hinz Company: Delnor Construction

e meet a lot of people in high school. Some become friends, but rarely do those friendships forge a shared destiny. Lennon and McCartney come to mind. So it was for Ron Hinz and Ed Cyrankiewicz. “Ron and I have been working together since we were 16 years old,” Ed says. “We were both carpenters.” But in the struggling economy of 1983, they both became unemployed carpenters, so they decided to hire themselves. The company they started, Delnor Construction, has since gone on to open three offices in two provinces, with over $160 million in revenues. “Our business philosophy from the beginning was to construct relationships, not just buildings, and that hasn’t changed in 30 years,” says Ed. It’s no secret that the past three decades have seen wild fluctuations in the housing market. “One of our strengths was that in the down cycles Ed and I were able to hone our skills in cost control,” Ron explains. Encouraging staff to multi-task and handle more facets of their projects allowed Ed and Ron to sidestep the necessity of hiring and firing en masse as the market ebbed and flowed. This multitasking approach led to Delnor’s business model, where project managers ferry the entire project from tender to close, encouraging them to adhere to a budget and schedule that they themselves created. This “buck stops here” concept also gives customers a more positive construction experience, having the same point of contact throughout the experience. The two long-time friends have received their share of advice over the years. What stands out for Ed? “If your business isn’t growing, it’s dying. We’ve always taken that to heart and worked at attracting young, vibrant people into the organization.” “Manage the growth,” Ron says. “Don’t let the growth manage you.”

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LEADERS OF TOMORROW

Leader of Tomorrow:

David Cronin & Chris Izquierdo Company: DevFacto Technologies

hen David Cronin and Chris Izquierdo met working for a software startup in 2001, they were both putting in 60 to 80 hours a week. “That’s just how you operated, on pure energy,” David says. “It’s not something that’s sustainable, but it brought passionate people together.” When the project was complete, the two went their separate ways. “But after a while, we really missed that energy, of being around people that were really smart, that pushed you and pulled you. We wanted to re-create that.” Out of that desire, DevFacto Technologies was born. “It was a kind of social experiment, to see what would happen if we built the best environment with the best tools and hired the best people. We just wanted to see if it would work.” It did. Starting with $500 a piece, the duo bought equipment from a police auction and set up in David’s basement. Despite the challenges of a recession, they grew DevFacto’s revenues by more than 4,000 per cent in the first 36 months and moved into a well-equipped, high tech office on the 22nd floor of Scotia Place a mere two years later; and yes, it’s full of energy. Fun fact: “Despite hiring more than 50 highly skilled and sought-after professional consultants, DevFacto has not had a single employee resign from the firm in over five years.” Meteoric development aside, and despite having recently expanded into the Calgary market, David describes the company’s growth strategy as cautious. “We’re careful not to over-extend,” he says. “It’s about providing the right skill set at the right time that people are asking for.” The irony of two technology guys finding success by focusing on people isn’t lost on David. “There’s a stereotype about technical types, but I really enjoy shaping people and growing them into high performers. It’s something that I never thought I would want to do or be good at, but it’s what I enjoy the most.”

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LEADERS OF TOMORROW

Leader of Tomorrow:

John Stevens

Company: ENTREC Corporation

ohn has spent virtually his entire career growing businesses. As CEO and president of NC Services Group, a heavy haul and lifting business with significant exposure in Alberta’s oil sands, he experienced annual sales increases from $36 million to $150 million in a two year period. As an integral senior management team member of two other companies, one in industrial services and the other in the agri-food and livestock industry, he helped to shepherd annual sales from $34 million to $519 million in five years and $242 million to $919 million in four years, respectively. Not bad for a self-described farm boy from rural Alberta. “In the mid ’80s I went to Olds College and took Agricultural Engineering Technology, but there really were no jobs in that field,” he says. “I decided I was smarter than that and really enjoyed business, so I went to university and studied that.” Although he had no desire to become an accountant, John’s accounting professor offered him a job in his second year. He decided to take the offer, which ultimately lead him through the accomplishments outlined above to the point where he and two partners recently acquired the ENTREC Corporation from Flint Energy. With John in the president’s chair, it should come as no surprise that this company, too, experienced some significant growth. Starting with 80 employees and two locations, ENTREC is now coming into its 10th acquisition, holds $50 million worth of equipment and has 615 employees in 11 locations. They took control barely two years ago. “You have to be growing. For the past 20-some years, every business I’ve been involved in, we thought about it every day. It’s kind of how my brain is wired.” In recent years, John has set his sights on raising awareness and funds for prostate cancer research and continues to work tirelessly toward that goal.

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LEADERS OF TOMORROW

Leader of Tomorrow:

Scott Stoppler Company: Executrade Consultants Ltd.

cott Stoppler likes to say that he’s in the people business. Companies hire his company to identify and hire people to work in theirs. His dad started Executrade Consultants Ltd., which now has offices in Edmonton, Calgary and Vancouver, in 1974. When Scott was old enough he couldn’t wait to be a part of it. But ironically, getting work there wasn’t easy. “I begged my dad for a job,” he says, “but there wasn’t really a role for me, so I just started assisting every position.” In that way, he learned the business inside out, taking over the job of president in 2006. Evidently, there really was a role for him. Since 2000 Executrade Consultants Ltd., has placed 15,089 individuals into temporary, contract and permanent positions. As Scott will tell you, that’s 15,089 personalities and that can present some challenges. “When you buy a car, you buy a car. There’s no question whether it’s coming home with you and it doesn’t change its mind two weeks later,” he says. “With people, it’s more complicated. You’re often dealing with things that are out of your control. But we don’t just help people get jobs. These are some of the most important decisions they’ll make in their lives.” For Scott, one of the most important decision’s he’s made is to make community involvement a big part of his company’s culture. Some of the organizations that the company supports and continues to work with are Kids with Cancer, Junior Achievement, Kid Safe, Kids in Motion, the Diabetes Foundation, Youth Empowerment Society (previously the Youth Emergency Shelter) and Bowling for Big Brothers. Scott has given additional time and engagement to ABC Headstart, a preschool support program for families with low incomes, works directly with the Lurana Shelter for Women and children fleeing domestic abuse and currently serves as chair with YPO Alberta (Young Presidents Organization).

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LEADERS OF TOMORROW

Leader of Tomorrow:

Dawn Harsch Company: Exquisicare Inc.

hen Dawn Harsch graduated from university and went to work at an extended care facility for the elderly, little did she know that her experiences there would change the course of her life. “I was just shocked that that’s how we care for our elderly,” she says. “These are vulnerable people who have oftentimes built this country, fought in wars, and I thought that we could be doing something better.” A little over a decade later, her dream of “something better” had become a reality. Westcliff Place, the first Exquisicare home, is a residential estate home of almost 7,000 square feet in a residential neighbourhood. “We have two staff 24/7 for 10 clients, one of whom is a professional nurse. In a traditional facility you have one nurse for 100 clients.” While her vision of a kinder, gentler future for our most senior citizens is fuelled by love and respect, there’s another future that Harsch, who earned an MBA in addition to her nursing degree, is very cognisant of. That of the long-term care industry itself. “It’s a growing population and there’s a huge demand for it. The Baby Boomers, as they age, are becoming less accepting of that institutional model of care.” Harsch says that the best advice she ever received was from a friend who told her to quit her day job. “You need to follow your passion. So that’s what I did.” That passion knows no bounds, evidently. While pursuing her goal of opening more homes in Edmonton and expanding to additional cities in Western Canada, Harsch somehow also finds time to volunteer with a number of community leagues and charities. She’s also a member of the Edmonton Rotary Club, the Alberta Association of Gerontology, both the Alberta and Canadian Gerontology Nurses Associations and the Society on Aging. Platinum Partner

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LEADERS OF TOMORROW

Leader of Tomorrow:

Sharleen Oborowsky Company: Fully Managed

harleen describes her entrepreneur father as a visionary and her greatest role model. Due to his influence she decided very early on to follow his path and set a goal to start her own business at the same age he did – 20 years old. “Even as an independent IT consultant, I had a big business mentality,” she says. “I didn’t want it to just be a one woman show.” It wasn’t, for long. “I grew it one staff at a time to where we are now, with nearly 40 employees here and in our new Vancouver location.” Sharleen’s decision to merge with a similar company in that coastal city was a significant one, not only because the move effectively doubled revenues, but because of the steep learning curve the transaction forced her to confront. “It was like earning an MBA,” she says, only half joking. “There is so much complexity and activity with mergers. The IT side was simple, but it was the HR and finance that was complex. We were a bit naive.” HR is a component of her business that Sharleen takes very seriously. “I’m very people focused, and learning about this Generation Y that’s very foreign to a lot of us as business owners. When the company was younger we had all Gen X, but that’s changed,” she says. “Gen Y’ers are less focused on money. It’s more important that they’re valued properly.” She points out that this often goes against the entrepreneurial mind set of full speed ahead. “You have to be more thoughtful. In Alberta we have to be very aware of turnover. In B.C. it’s not so sensitive, but it’s a good practice overall. To value the career path is for the betterment of the whole company.”

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LEADERS OF TOMORROW

Leader of Tomorrow:

Michael Roppelt

Company: GSS Integrated Energy Ltd.

s the president of GSS, Mike has been able to realize his vision of creating sustainable energy systems for new and existing communities. “We began as a geothermal company, but today we develop community energy systems and our area of expertise is underground thermal storage.” In essence, the community generates its own electricity through the use of natural gas generators, which produce a lot of heat. “We take all of the excess heat that’s produced in the summer, store it in the ground, and in the winter take it back out and heat all the homes and buildings.” What makes or breaks the workability of this concept is the efficiency of storage and retrieval, a technical problem that’s held back larger scale implementation. “The process we’ve developed is significantly more advanced, more dynamic,” Michael says. “We can inject and extract simultaneously.” Geothermal projects of the kind GSS is working on improving have traditionally used companies from outside of the country, he explains, “but when the projects were completed, everybody left. There really wasn’t anybody in Canada who’d gotten much further ahead.” His goal is to create an environment that will further advance the development of this technology, engaging engineering departments at both École Polytechnique in Montréal and the University of Alberta here at home. Breaking new ground doesn’t offer a lot in predictability, but Michael enjoys living on the cutting edge. “I love that every day brings new challenges,” he says. “We’re not only solving problems, but looking forward to new ones. There’s no cookie cutter for us to use.” For inspiration, he finds that he has to look no further than within his own peer group. “There are companies and people in this province that are very active in the industry and leading new energy models. That’s good for Alberta. It’s good for the economy.”

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LEADERS OF TOMORROW

Leader of Tomorrow:

Teresa Spinelli

Company: Italian Centre Shop Ltd.

hen Teresa Spinelli took over the iconic Italian Centre after her father’s death, she knew she had some big shoes to fill. A pillar of the community, the loyalty the big man had earned from his traditional and predominantly male staff wasn’t easily transferred. “Some of the employees thought of me as the spoiled brat who played cashier. Also, I was a woman, which was a really big thing,” she says. So she did something her dad had never done. She called a meeting. “I told them, ‘I’m here to say. I’m not going to sell the business, and we’re going to have to do things my way.’” Once they realized that her way was to work very, very hard, everything, and everyone, came together. That meeting took place in 2000, when the Italian Centre had 36 employees and $9 million in sales. Today, those numbers have grown to 350 and $33 million. Her key to success? “Passion. It’s like the gas in your car. Without it, you won’t get very far, but if you have enough you can go as far as you want,” she says. A valuable lesson she’s learned over the years? “Hire slow and fire quick.” She admits, however, “I’m still learning that one.” The Spinellis’ affection for this city’s downtown core is legendary, and Teresa tirelessly keeps that tradition alive by serving as team leader for the McCauley Boys and Girls Club, sitting on the board of Edmonton Inter City Housing and the recently formed Boyle Renaissance Advisory Committee. A special part of her heart is forever across the street where a statue of her father sits surrounded by the park she helped to make beautiful again. “When my father was on his deathbed,” she says, “I thanked him for everything, and he said, ‘for what? All I left you was a good reputation.’ He said it like it was nothing, but that’s been everything.” Platinum Partner

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LEADERS OF TOMORROW

Leader of Tomorrow:

John Cameron

Company: John Cameron Entertainment

n 2004, KELLERDENALI Construction was given the Edmonton Chamber of Commerce Business of the Year award, but that’s not what CEO John Cameron is being recognized for here. He’s been singled out for founding John Cameron Entertainment (JCE), a company that showcases local talent and supports the community by putting on entertainment events and donating all of the ticket sales to local charities. John’s love of music began at the age of four when he first sat before the keys of a piano. He considers himself very fortunate to have found a way to bring the magic of art, music and drama to those who might not otherwise have the opportunity to experience them. “Edmonton and Alberta have been great for my construction business, and I’m a firm believer that if you want something out of something, you have to put back in,” he says. Cameron finds inspiration all over the city. “When I walk into the Winspear or the Art Gallery, I always go over to the wall and see the names up there and think, these are the people who have gone before me and I’m in this facility because of them.” But it’s the smiles of the kids on stage and the stories of how their lives have turned around that keep him going. Just some of the local charities and events that have benefited from John’s generosity are the Mayor’s Celebration of the Arts, Soaring for Song, Harvest Celebration, the Edmonton Food Bank, Santa’s Anonymous and the Royal Alexandra Hospital. Of particular note and something he’s especially proud of, is his part in resurrecting a 35-year tradition known as the Edmonton Singing Christmas Tree. “To help one family is a success,” he says, “but I’m proud to say that we’ve helped thousands.” Platinum Partner

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LEADERS OF TOMORROW

Leader of Tomorrow:

Stephen Ruggiero Company: Kimberley Development Group

hen Stephen Ruggerio emerged from university with Phys Ed and Education degrees, he had a clear career path in mind. However, graduation coincided with a wave of teacher layoffs, so he took advantage of his minor in IT and accepted a six month contract with Kimberly Homes, to help them update the company’s computer systems. “I really got passionate about the business,” he says, and eight years later, Stephen was president of the company. Stephen believes his story serves as a powerful demonstration that “the future holds great things if you surround yourself with great people.” Characterizing his leadership style as collaborative, he takes the approach that while two heads are better than one, four heads are better than two. “I’ve been fortunate to have a very strong senior management team, and I really value the dialogue between my different department heads to the point that sometimes I think my biggest weakness is that I listen too much. But you have to make decisions based on what your people out there are actually seeing, touching and feeling.” The element of personal interaction is something that Stephen is pleased to find extends beyond company walls. “Housing and development is such a huge industry, but it’s a close-knit group of people,” he says. “We know each other very well. Whether it’s trades, suppliers, developers or competitors, you end up becoming good friends and spending time together outside of the work environment.” In fact, when asked who he turns to for inspiration, Stephen gives a surprising answer. “If there’s a situation that you’re just not sure how to handle, chances are that somebody else has run into it before, and it’s nice to know that in this industry you can pick up the phone and talk to them about it. Even if it’s a competitor.”

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LEADERS OF TOMORROW

Leader of Tomorrow:

Andre Gagnon Company: LiftBoss Material Handling Group

t was always Andre Gagnon’s dream to start his own company. That dream became a reality when he and a friend started LiftBoss, an equipment dealership specializing in fork lifts. The company started with four employees in a rented bay. Seven years later, the employees number 45, they’ve expanded into the Calgary market – and they own the building. “The market was good, and we just let ‘er go,” says Gagnon, describing today’s LiftBoss as a “one-stop shop with parts, rentals, sales, shop service and on-the-road service, not just for fork lifts, but for all kinds of heavy equipment.” That kind of rapid growth can present significant challenges. “Keeping everybody on the same page and then integrating new people is definitely one of the hardest struggles,” he says. It’s a battle he seems to be winning. “Technicians in Alberta are hard to keep, but our turnover is almost nil, I think because we don’t use the old philosophy that a technician is a mechanic in the back. We don’t put sales people on a pedestal. It’s important that we all work together as a team.” It’s those same team members who Andre credits as his inspiration. “When everyone is happy and things are growing and moving forward and a staff member comes to me and says, ‘I’m loving this, this is good. Can I do more?’ That keeps me going.” By his own admission, Andre has never been a ‘school guy’. “I know a lot of people wrote me off as a kid that would never accomplish anything, let alone go for a post-secondary education,” he says. So having the ability to give back to students at NAIT, where he sits on the board as a volunteer and donates equipment to the mechanical program for training, means a lot. “It’s a highlight for me. If I can give even one student confidence to continue, I’ll be happy.”

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LEADERS OF TOMORROW

Leader of Tomorrow:

T. Marshall Sadd Company: Lloyd Sadd Insurance Brokers Ltd.

. Marshall Sadd describes himself as an introvert in an extrovert body. He was born shy, he says, but obviously overcame that aspect of his personality as he followed his grandfather and father into the family business, buying and becoming president of Lloyd Sadd Insurance Brokers at a mere 28 years old. Although the company had been a successful, if traditional, reactive fundamental insurance vendor under his father’s guidance, Marshall shifted the firm’s focus to that of unique consultative outsourced risk management, garnering 25 per cent and 35 per cent annual growth over his first five years. “Once I was in the business, I recognized the opportunity and really enjoyed building it.” Marshall enjoys helping others build on their opportunities as well. He founded the Canadian Brokers Network, where insurance principals can meet and talk about best practices, is the director of Intersure, an association of international Independent Insurance Brokers and Agents and was the first chair of the Support Network Foundation in Edmonton. Add to that Marshall’s involvement with the Stollery Children’s Hospital, his work as Fundraising Director of the Little Warriors Organization, his past presidency of the Edmonton Chapter of the Young Entrepreneurs Organization and dedication to the Young Presidents organization, the Next Gen initiative of the Mayor’s Task Force and the Jerry Forbes Centre for Community Spirit Fundraising Committee and you begin to get a picture of how important community involvement is for him. “I’m proud of the individuals in our business, the people we’ve attracted. But I’m especially proud of how our business supports Edmonton and Alberta-based organizations through money and through time,” he says. “It’s a big piece of our culture.”

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We know what it takes to be a leader. We work with a whole network of them every day. At Intact Insurance we work with a strong network of brokers across the country to provide property and casualty insurance to close to 3 million customers. Brokers like Marshall Sadd, who are leaders in our community and experts at what they do. As the largest insurance company in Canada, we’re proud that together with them, we’re able to provide the responsive service, comfort and continuity you deserve.

www.intactinsurance.com

HOME CAR BUSINESS

The BIP logo is a registered trademark of the Insurance Brokers Association of Canada (IBAC). All other trade-marks are property of Intact Financial Corporation used under license. © 2013, Intact Insurance Company.

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LEADERS OF TOMORROW

Leader of Tomorrow:

Dan Brazinha Company: Look Homes Master Builder

aniel Brazinha grew up in a residential home building household. “My dad, being an old school European, worked a ton. So I had the, I don’t know if it was a pleasure or not, but the privilege of being on job sites with a hammer in my hand at a very young age. I learned a lot, although at the time I maybe didn’t realize it,” says Brazinha. One of the most important things he learned was the value of a strong work ethic. “My parents were able to retire in their early fifties, and for people who came to this country with no language and no money, that’s pretty inspirational.” As president of Look Homes Master Builder Inc., there’s no question that what he does now is pure pleasure. “You know what? I don’t have a job,” he says. “I don’t come to work. I love what I do, and I love the people. Edmonton’s been so good to me and my family, and it’s blessed me with the opportunity to give back.” And give back he does. Operation Christmas Child, the Parade of Heroes, Revving Up for Kids and Building Cures for Kids are just some of the organizations the company has supported and continues to support over the years. The common thread of children in need is woven through all of these charities. In fact, when asked what inspires him from day to day, Daniel doesn’t hesitate to answer. ”When I look at the kids with cancer that we deal with, some of them are three, five, 10 years old. They’ve never done anything to anybody and they’ve got this disease that they’re fighting through. They’ve got this mental fortitude that’s unbelievable, you know? They’ve gone through more in their life and endured more in their life. Those kids, and their families, really have been a big inspiration for me.”

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Leader of Tomorrow:

Stephen Petasky Company: The Luxus Group

magine having scores of beautiful vacation homes in exotic locations around the world. For many, Stephen Petasky, founder and president of The Luxus Group, has found a way to make this dream a reality. “The simplest way to understand our model is to imagine four guys who buy a place in Maui together. Extrapolate that to 200 investors with 30 properties worldwide and you get a pretty good picture of how Luxus works,” he says. If this sounds like time sharing, it’s not. “Just like those four guys in Maui, you own the properties, not the time, and can come and go to any one of them more or less as you please. This isn’t about two weeks a year. The properties are vacant 50 per cent of the time.” At a minimum six figures, membership isn’t cheap, but neither are the properties, valued at over $1 million each - in a depressed global market. This was not an easy concept to get off the ground. “We went to our closest friends and families. It took a lot of trust and belief in what we were doing, but they were the start and we’ve grown by 30-50 investors per year.” Much of Luxus’ success can be credited to Stephen’s unique management style. “I don’t believe in taking employees on the entrepreneurial ride, working harder and making less when things are slow.” Instead, he sets goals. If the team meets them, they earn bonuses. “It’s not tied to profits. Those are for me to worry about.” It can’t be all work and no play. The company continually gives credits for things like Spanish, photography or yoga classes, Costa Rican zip line adventures or Hawaiian helicopter tours. “If our employees are passionate about coming to work, I know we’re going to have a successful company. If you have that and you have a good concept, the rest is going to fall into line beautifully.” Platinum Partner

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LEADERS OF TOMORROW

Leader of Tomorrow:

Sean Rayner Company: Vets Sheet Metal

ean Rayner has been an entrepreneur for as long as he can remember. You could say it’s in his blood. “When your family owns a business, whether they want you to or not, you learn about it at a very young age,” he says. “When your dad has to go to work on the weekend, you go with him and drive the fork lift or sweep the shop, and you learn how it’s done.” That business was Vets Sheet Metal, started not by his father or his grandfather, but by his great grandfather, in 1921. “He was a World War I veteran, as were most of the people there. That’s where the name came from.” Whether entrepreneurial blood ran through his veins or not, taking over the company reigns from his father at 22 years of age posed particular challenges for Sean. “People had been working there literally longer than I’d been alive,” he says but with an even hand on the tiller and a concurrent upturn in the economy, Sean sailed ahead to triple company revenues in just three years. Then doubled them again. The secret to success for Sean is to “keep making decisions, keep moving forward. Put one foot in front of the other. You can always make another decision if it was the wrong one.” To continue in the family business is one decision he’s especially happy that he made. “The most important thing to remember is to enjoy what you’re doing,” he says, “because life is fleeting.” To celebrate the company’s 90th year, Vets donated $80,000 in labour and raised $10,000 more in donations to help build Valour Place, a rehabilitation facility for service men and women. Sean also took that opportunity to unveil three permanent Alberta Sheet Metal Trade Scholarships. They’re his way of honouring the generations that came before him.

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ZAHRA AL-HARAZI FOUNDRY COMMUNICATIONS, CALGARY | CEO, CREATIVE DIRECTOR AND GO-GETTER.

LEADERS LIKE ZAHRA ARE DRIVING ALBERTA FORWARD. BUCKLE UP.

MEET ZAHRA. You could say she’s a whirlwind of bravada and confidence that goes from zero to 150 in less time it takes to say her name. At Foundry Communications, Zahra has a passion for strategy that proves loving what you do makes you great at what you do. Her unstoppable determination to succeed contributes to the 9% increase of women in business each year in Alberta. Every story has a destination, and ATB is proud to be part of Zahra’s journey.

Watch the Business Roadtrips at atb.com/ZahraGrowsAlberta @atbbusiness

BUSINESS ACCOUNTS І CASH FLOW І FINANCING І KNOW-HOW Statistics Canada helped us with our facts. Visit atb.com/wegrowalberta for more information. ™ Trademarks of Alberta Treasury Branches.

Your vision got You this far.

Where do you go from here? The mark of a true leader is the ability to embrace today’s challenges head on while uncovering opportunities to shape a successful tomorrow. The mark of a visionary, however, is defined by a leader’s ability to capitalize on those opportunities while effectively using their available resources to do so. Our national scope and local focus positions leading organizations – and the visionaries behind them – for success, no matter where business takes you. MNP proudly congratulates the 2013 Leaders of Tomorrow. We celebrate your achievements and anticipate the positive impact you’ll have on our business community. Contact James gillespie, Ca at 780.453.5380 or james.gillespie@mnp.ca.

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MAGGIE DAVID FLOWERS: PORTRAIT OF AN INDEPENDENT ENTREPRENEUR

OWNER DIANNE VAN

AMSTEL WORKING ON

A BRIDAL BOUQUET

BY NERISSA MCNAUGHTON

o you want to own a business but you don’t want to franchise and you don’t own a Walmart or a Superstore. What’s an entrepreneur to do? Maggie David Flowers asked that question and went on to create a successful event planning, flower and gift shop, just steps away from the competition. There are over 120 franchise opportunities in Alberta at any given time, all presenting each buyer with a pre-made business model and a brand name to launch their companies. Right alongside these ready-made success models are the big box stores. Titans, Walmart, Superstore and Costco offer consumers that coveted onestop-shopping experience. Somewhere in between the cookie-cutter franchise model and convenience of buying tires and bread under one roof is the ever optimistic independent business owner. You would think that without a chain or a brand name to back you up you don’t have a hope in today’s world of retail, but that isn’t true. There are many shop owners doing just fine with nothing but their inventory and good name to offer. Dianne Van Amstel is one of those shop owners

and through her experience, we see what makes up an independent entrepreneur.

LESSON NUMBER 1: FOLLOW YOUR PASSION, BUT A LITTLE EXPERIENCE IN OTHER AREAS DOESN’T HURT EITHER. Van Amstel owns and operates Maggie David Flowers in Century Crossing. Oh, were you expecting her name to be Maggie David? That’s not the only thing about Van Amstel that is surprising. When asked how she came by the name “Maggie David,” Van Amstel starts with “Well my welding instructor came in singing…” wait, what? Van Amstel was a welder? Well yes, but that was only until she decided to work as an EMT. Why an EMT? What does that have to do with flowers? Nothing. She simply needed a break from being a chef. Okay, so Ms. Van Amstel has had several careers in her lifetime, but one thing stood out for her as she tried on various hats. She loved to create. She loved to design; and when she wasn’t creating, she felt something was missing. “I don’t consider myself an entrepreneur,” says Van Amstel as she crafted a beautiful, white bridal bouquet, “I’m more of an artist.” www.businessinedmonton.com | Business In Edmonton Magazine | July 2013

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MAGGIE DAVID FLOWERS: PORTRAIT OF AN INDEPENDENT ENTREPRENEUR

LESSON NUMBER 2: USE YOUR TALENTS TO STAND OUT AND BE UNIQUE. It’s easy to see why Van Amstel considers herself to be an artist. The flower shop is brimming with creative touches that only an artist could envision. A chair anchored high on a wall, an antique cabinet holding fragrant treasures, a dressmaker’s bust perched near the middle of the room – these are things you wouldn’t expect to find a flower shop, and yet here they just make sense. Topping off the ambiance is Simon, the shop kitty that draws as much attention as the wares.

LESSON NUMBER 3: SUPPORT OTHER ENTREPRENEURS. In addition to flowers, the shop offers gifts and luxuries such as pottery, aprons, hand-made jewellery, journals and the complete line of Margot Elena’s Tokyo Milk beauty products. “I love Margot Elena!” Van Amstel gushed as she popped another stem into the bouquet. “Did you know she’s from Vegreville?” She goes on to point out, “95 per cent of what we carry is from local artists.” Van Amstel reasons that this is why her business is not affected by

July 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

When you step through the doors at Maggie David Flowers you leave the outside world behind. The light scent of the flowers bewitches your senses. The aura of the shop, its blend of antique furnishings, unique design accents and one-of-a-kind giftware is enchanting. Simon, the shop cat, winks as you walk past his perch in the window and it’s only then you realise he’s not a decoration. He’s very much alive. Experience it at 120, 131 Century Crossing, Spruce Grove or online at www.facebook.com/maggiedavidflowers.

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MAGGIE DAVID FLOWERS: PORTRAIT OF AN INDEPENDENT ENTREPRENEUR

Before opening Maggie David Flowers, she looked at existing flower shops in the area. She got to know the demographics of the area and she knew that by offering something different, she would get that niche market.

the chains or big box retails stores. She is steps away from Winners, a short drive from WalMart and sandwiched between two franchise stores. Yet, people come through the doors because at Maggie David Flowers, they can get things they simply can’t get anywhere else. If you just got a sense of these items being akin to something you would find on Etsy or in a farmer’s market, you’ve got the wrong idea. No disrespect to Etsy or the local farmer’s markets, but Toyko Milk, for example, is a powerful brand that is sought by perfume enthusiasts across North America. While you can find some Tokyo Milk products in select stores in Edmonton, Maggie David Flowers houses the complete line as well as Margot Elena’s new vintageinspired line, Library of Flowers.

SIMON THE SHOP KITTY

LESSON NUMBER 4: CREATIVITY IS NOT ENOUGH. YOU NEED TO KNOW HOW TO RUN A BUSINESS. You can follow your passion all day long but if you want to draw an income from it, you have to know how to run a business. Without that business know-how, you need to be incredibly lucky or have a trust fund at your disposal. Van Amstel didn’t mention a trust fund. What she did mention was her intense market research. Before opening Maggie David Flowers, she looked at existing flower shops in the area. She got to know the demographics of the area and she knew that by offering something different, she would get that niche market. And she has. Apart from the wonderful gift items that make you linger long after you order your arrangement, the selection of flowers literally takes your breath away. Roses and carnations? You can get those down the street at Save-On-Foods. Tropical imports from Hawaii? Fresh flowers from Holland? Colourful blooms from Columbia? You can get those at Maggie David Flowers. Van Amstel’s exotic flowers are unlike anything you will see in the area. In fact, you’d be www.businessinedmonton.com | Business In Edmonton Magazine | July 2013

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MAGGIE DAVID FLOWERS: PORTRAIT OF AN INDEPENDENT ENTREPRENEUR

hard pressed to name half of the flowers in the cooler, although you will be content to inhale their delicious fragrance and marvel at the unique blossoms for hours. Van Amstel knows her products inside out. Glance at a flower and she can tell you where it came from, how to keep it fresh and what to mix it with to make a stunning bouquet. She knows the science behind getting these flowers from their exotic locations to her shop. “The flowers are cold packed. It’s a cold chain process. The temperature is maintained between two and six degrees. It’s like packing and transporting fresh food.” Her business acumen goes beyond her products. She knows her customers too. “I get to know the personalities of the clients,” she says, “especially the brides.” Her best advice for other entrepreneurs? “Do your market research.”

LESSON NUMBER 5: ENJOY IT. Going into business means long hours and many setbacks. It’s not easy and at times it’s not even fun. However, it is all worth it if you do what you love and love what you do.

July 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

It’s clear that Van Amstel loves everything about her business. Despite a late shipment that has played havoc with her schedule, she just beams as she concludes our interview. Throughout the interview, the bridal bouquet she was working on has become a perfect sphere of exquisite charm, each white blossom ready to set off the beauty of the bride. She moves deftly around her shop glancing at the flowers with pride and she greets her customers by name. Speaking of names, we never did finish that story, did we? Well it started while she was training to be a welder. The instructor came in signing “Maggie May” and the song stuck in her head. Later on she combined Maggie, a play on her middle name, Margaret, with her (ex) husband’s name to create the brand created Maggie David. She sold her custom made jewellery under the name Maggie David Designs and when she opened the flower shop, she carried the name over. But don’t worry, you can still see some of her jewellery. Her jewellery designs are in the shop; the little, independent flower shop that sits in the shadows of giants and more than holds its own. BIE

WSI Doors Ltd. – A Company in Production WSI Doors Ltd. Celebrates 30 years of success. By Nerissa McNaughton

he warehouse at WSI Doors Ltd. seems to go on and on. From its initial breathtaking view as you enter the warehouse from on the upper balcony to the neatly portioned rooms where painting, welding, and handcrafting of the various components takes place, the production nerve centre of WSI is a study in efficiency and organization. WSI Doors is a success story 30 years in the making; like all good success stories, the tale of how they got there is just as impressive as the tale of who they are today. It all started in 1983 with a man named Tom Doll. Doll

worked at a lumber yard for eight years before it went bankrupt. As he watched the demise of his workplace and career, Doll vowed nobody would be in control of his destiny again. As the doors of the lumber mill closed, Doll saw another one opening. The lumber yard sold doors, but customers were constantly complaining about the time it took to get them. “It was four to six weeks for delivery,” says Doll, “so I said one day I’ll start my own company and offer better service than four to six weeks.” And he did.

WSI Doors Ltd. | 30 years

Tom Doll (centre) with his sons Adam and Ryan

Doll started with all the odds against him. The economy was shaky and suppliers did not want to take a chance on the brash, new start-up. “We started with a bottle of loose change,” Doll reminisces. “To get suppliers to take us seriously was tough. Real tough. They already had distributors. That was the hardest thing – to convince suppliers.” Unfortunately the sellers were not the only ones that needed convincing. Doll’s peers and associates created a lottery, betting to see how long he would last in business. The longest vote of confidence was six months. At one point, even Doll lost hope. When Fraser Valley, the biggest supplier of their kind, wouldn’t sell to them, things looked bleak. “At that point I thought we were done,” Doll admitts. Then, it all came together in the blink of an eye. “I’ll never forget that day. I was sitting there with [business partner] Gord and I said ‘I think we’ll have to wind the company down.’ Then at 6 p.m. the Fraser Valley president called.” Fraser Valley had changed their mind and decided to take a chance on fledgling company. “From that point it was full speed ahead,” smiles Doll. “Away we went.”

Today WSI has 50 employees but back when it all began, there were just three business partners. Doll ran the office while the other two ran the shop. Their first warehouse was 3,000 square feet and the rent was $600 a month. “That was steep!” laughs Doll. But steep or not the company kept making rent and kept growing and soon those 3,000 square feet were not enough. They moved into St. Albert and took over a bay with 8,000 square feet. Lucky for them, the bay was attached to several other bays and as the businesses around them closed or moved on, they kept removing the walls and expanding into the other bays. They had to stop doing this at 35,000 square feet. Out of room once again, they moved to their present location on 144 Street and 118 Avenue. Although this gave them 80,000 square feet, the aluminium storefront business has expanded so much, they need to find room again. So Doll and his partner recently put an offer in on another building. Not bad at all for a man that was supposed to be out of business in six months.

Out of room once again, they moved to their present location on 144 Street and 118 Avenue. Although this gave them 80,000 square feet, the aluminium storefront business has expanded so much, they need to find room again.

WSI Doors Ltd. | 30 years | Page 2

The current shop is filled with state-of-theart equipment and even more equipment is on the way. Doll plans to replace most of the existing machines with the newest and most modern equipment on today’s market so he can double – even triple – output.

The current shop is filled with state-of-the-art equipment and even more equipment is on the way. Doll plans to replace most of the existing machines with the newest and most modern equipment on today’s market so he can double – even triple – output. So just what is coming out of this modern, efficient shop? “The company specializes in all aspects of hollow metal, commercial hardware, interior and exterior wood and steel doors,” cites WSI’s attractive website. WSI provides one-stop shopping for residential and commercial door requirements.

The residential door shop currently has three pre-hung door machines to produce any design of door, sidelite and transom combination. WSI can produce any combination of interior door design. The welding shop allows for custom welded window, door, and screen frames for all applications, as well as the various types and gauges of stocked lock seam doors, (rated and non-rated) in a variety of sizes. A large paint machine is capable of quickly painting several doors at once, while a paint booth is used for single, custom jobs. Welders will hand-cut designs and components of choice. If it is a door, they’ve got it covered. “We bring in components,” Doll summarizes of his impressive operation, “Slabs, glass, frames; then we weld frames, paint, machine and assemble all the components together to create beautiful doors.”

Congratulations W.S.I. Doors Ltd.!! PWS is proud to play a part in your success. Weatherstripping Astragals Pocket Door Frame Track & Hardware Multi Point Hardware Thresholds Sills Door Shoes Door Sweeps Auto Door Bottom And More...

140 Glacier Street Coquitlam, BC V3K 5Z6 Tel: 604 468 6300 Fax: 604 468 6363 sales@pws-group.ca www.pws-group.ca WSI Doors Ltd. | 30 years | Page 3

Beautiful doors indeed! In addition to the standard aluminium storefront or interior doors, a quick look at WSI’s online gallery shows doors with stained glass, beautifully crafted wooden components, custom hardware, and breathtaking accessories. Beautiful doors indeed! In addition to the standard aluminium storefront or interior doors, a quick look at WSI’s online gallery shows doors with stained glass, beautifully crafted wooden components, custom hardware, and breathtaking accessories. Jim Strang came in as a partner back in 1984/1985 and remained until a couple of years ago. Doll bought Strang out two years ago, but another business opportunity came along and with another long-time employee, Mike Shenduk, the three of them purchased Dorland Doors, which expanded them into the aluminum storefront and curtain wall business. Meanwhile, in the midst of all this, Doll decided to sell the company in its entirety, but couldn’t settle on a buyer. His accountant asked him “if you could have anything, what would it be?” Without hesitation he replied “I’d work with my sons.” That brought about a living buyout among Doll and his sons Adam and Ryan. “A company is only as good as its employees,” says Doll. We’ve been very lucky and have many long-term employees. They have built long-term relationships with our customers.” How does he feel about working with his sons? “There’s nothing better!” smiles Doll. Five years ago, Doll pitched the plan to his sons over a man-to-man drink and talk at a restaurant. He told them he wanted them in the company but they had to go away and think about it first. They had to discuss it with their families and loved ones and make a firm decision. They couldn’t jump in and then back out. It was in or out. The boys didn’t hesitate. Both wanted in. Today Adam is head of industrial sales while Ryan is the warehouse foreman. Doll

Congratulations on your 30 Year Anniversary, wishing you continued success! WOODCHUCKS is proud to be a supplier of choice to WSI Doors Ltd. 11225 – 156 Street, Edmonton, AB T5M 1Y2 PH: 780-447-1021 Fax: 780-451-0466

www.woodchucks.ca

Congratulations WSI doors Ltd.! We wish you another 30 years of success and more!

WSI Doors Ltd. | 30 years | Page 4

Helping customers to grow market share and revenue for over 35 years. Toll-Free: 1.800.661.4456 Email: info@essoft.com www.essoft.com

It has been quite a journey over the past 30 years for WSI Doors Ltd., but it is a journey that Doll looks back on with no regrets. is very proud of his sons and makes no attempt to mask his pride. His shining smile as he talks about them, the photos of them in his office, and his great pleasure at the way they conduct their departments makes him happy and relaxed about his choice to sell the business to his boys. The future of the company is wide open. The move to another building is imminent, the best industry equipment is on the way, and with his son’s poised to take over the company, Doll knows the WSI legacy is in good hands for many more years to come. It has been quite a journey over the past 30 years for WSI Doors Ltd., but it is a journey that Doll looks back on with no regrets. “It was fun, it was adventurous. It was a lot of hard work. It was everything!” says Doll, and he has some very sage advice for the up-and-comers that remind him of his younger self: “Set your goals. Set your dream. Don’t let anybody say you can’t.” This can-do attitude of Doll’s is what has made WSI Doors such a success. Many people told him “no” and even more didn’t believe in him, but Doll believed in himself. That is why, 30 years later anyone in the area needing a door does not have to wait four to six weeks. “We’ll deliver it in the next five minutes if we can,” says Doll proudly. Well, that five minutes is more like a week to 10 days but that is hardly any time at all to wait for a beautiful, hand-crafted, high-quality door. “Customer service is everything,” Doll affirms. So, would he do it all again? Stare down the threat of being out of work, start a company against overwhelming odds in a depressed economy, try to convince the big boys that he

could play hardball with them? Would he again see a need for something the consumer wanted but couldn’t have and make a vow to fill that need no matter what it took? To again live in that state of “what-if?” What if I fail? What if I can’t get the supplier on my side? What if they are right and I don’t last six months like they are saying?” Would he do it all again? The smile on his face belays what he says to answer that questions: “Oh hell ya!”

14425 - 118 Ave Edmonton, AB T5L • 2M7 Phone. 780 • 454 • 1455 • Fax. 780 • 454 • 1611 Toll Free. 1 • 800 • 661 • 9639 • Email. sales@wsidoors.com www.wsidoors.com

WSI Doors Ltd. | 30 years | Page 5

Congratulations WSI Doors Ltd. on 30 years!

80 Paramount Road Winnipeg, Manitoba R2X 2W3 Phone: 204-985-9820 • Fax: 204-985-9823 superiorfinishesinc.com

Vision Hollow Metal Limited is a leading edge manufacturer of steel doors and frames for commercial, industrial and institutional applications.

Congratulations on your 30 Anniversary WSI Doors Ltd.! th

400 Zenway Blvd. Unit #1 Woodbridge, ON L4H 0S7 T. 905.851.1211 • F. 905.851.1261 Toll Free: 1.877.984.8465 info@visionhollowmetal.com www.visionhollowmetal.com

Congrats on 30 years! We wish you many more years of continued success!

Congratulations on your 30 years in business. SVS Group LLP is proud to be part of your consulting team. #100, 17010 - 103 Avenue Edmonton, AB TS5 1K7 T 780.486.3357 • F 780.486.3320 www.svsgroup.ca

Tel: 604-533-4111 • Fax: 604-533-2026 info@trimlite.com • trimlite.com

Congrats WSI Doors Ltd. On 30 Years of Success!

12316 184 St NW. Edmonton, AB T5V 0A5 Phone: 780-447-1331 • mcilveenlumber.com

Cost-effective Logistics solutions that meet your specific needs. Go intermodal to reduce your transportation costs.

PREFINISHED WOOD PRODUCTS

Congratulations to the entire team at WSI Doors Ltd. from your friends at MK freight! www.mkfreight.com 701 rue Dubois, Suite 101 St-Eustache (Québec) J7P 3W1 • Tel: 450.623.8422 • Fax: 450.623.0277 • Toll Free: 877.528.2873

Congratulations WSI Doors Ltd. on your 30th Anniversary! 9255 - 194th Street • Ph: 604-882-4982 • Fax: 604-882-3594 www.prefinished.com

WSI Doors Ltd. | 30 years | Page 6

GOLF

NORTHERN BEAR GOLF COURSE

NORTHERN BEAR GOLF COURSE BY NERISSA MCNAUGHTON

ew golf courses opened with the style and panache of Northern Bear Golf Course. Northern Bear opened in 2002 by hosting the Gretzky and Friends Charity Golf tournament. Mike Weir took on Wayne Gretzky, Brett Hull and Jerome Iginla in a nationally televised event. These famous names, however, are not the only ones associated with this course; this course is designed by none other than Jack Nicklaus. The course, which is named in part for Nicklaus’ nickname (Golden Bear) and its northern location, is located in Sherwood Park; just 30 minutes from downtown Edmonton. Tree-lined fairways, strategically placed bunkers, five lakes and USGA standard greens give players of all skill levels the ultimate golf experience. “Golf is a game of precision, not strength” explains Nicklaus of why this course offers five sets of tees ranging from 5,800 to 7,400 yards and is designed to entice novices and experts alike. The greatest challenge at Northern Bear Golf Course is hole #4. “The 4th hole a short par three over water,” explains Jennifer Routhier, the senior account executive and tournament director at Northern Bear. “It plays only 163 yards from our back tee, but is very difficult. The hole has a water hazard down the whole left side and the green is protected by three bunkers. The green is angled to the left and there is not much of a landing area for a safe shot. If a player plays safe and hits a shot to the right to avoid the water, the right bunker generally comes into play. The

18 Hole championship course Now accepting tournament bookings for groups of all sizes Open year round for meetings, weddings, and parties Ranked #2 best public course in Edmonton – Score Golf Magazine 2011 PGA of Alberta Merchandiser of the Year – 2012 PGA of Canada Retailer of the Year – 2012

Book your tournament or tee time today! Call (780) 470-4700 or visit www.theranchgolf.com www.businessinedmonton.com | Business In Edmonton Magazine | July 2013

GOLF NORTHERN BEAR GOLF COURSE

Northern Bear is more than great golf and good food. The course is major sponsor of the Make-a-Wish foundation. bunker is extremely deep and when a player is hitting from it they are now facing the water across the other side of a narrow green. The green itself also tends to break the opposite way from what you would think; it bends away from the water. If you play your tee shot long past the pin to hit the larger part of the green, you will face a fast downhill putt. After the sweat-inducing challenge of hole #4, players soon come to the most popular holes on the course: holes #9 and #18. “Holes 9 and 18 are separated by a large lake,” Routhier points out. “The 9th is a dog leg to the right that winds around the water. There is a dangerous fairway bunker on the left that players must avoid off the tee. The 18th is a dog leg left again hugging the lake. Both greens finish beside each other and steps away from our spectacular

July 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

clubhouse, which has been rated as the #1 clubhouse in western Canada.” The #1 clubhouse in western Canada has a new chef. Chef Jesse Chambers focuses on fresh, local foods to create his dining experiences and his strategy has paid off. You are not assured of getting into the dining room without reservation. Northern Bear is more than great golf and good food. The course is major sponsor of the Make-a-Wish foundation. Barry Ehlert from the Windmill Golf Group has run charity golf events in the past and asked Routheir which charity she thought would be deserving. Routhier choose the Make-a-Wish Foundation. The play-for-charity golf event ran for 10 days and the first five days saw over $10,000 raised for the Foundation. Routhier, who sees more and more young men entering the sport under the influence of players such as Ricky Fowler and Tiger Woods, says “The game itself teaches persistency, discipline and integrity. It is also one of the few sports men, women and children can play together throughout the entirety of their lives.” Northern Bear has many promotions and events throughout the season. Stay updated by following them on facebook. com/NorthernBearG, or twitter.com/NorthernBearG. Learn more about this signature course at northernbeargolf.com. BIE

WWW.EDMONTONCHAMBER.COM

THE VOICE OF THE CHAMBER BY JAMES CUMMING, PRESIDENT AND CEO OF THE EDMONTON CHAMBER OF COMMERCE

n just over a month into the job, I’ve come to appreciate that the Edmonton Chamber of Commerce is the voice of business in Edmonton and the importance of that role. The Chamber needs to accurately and vigorously represent the views and priorities of its members. The bread and butter issues of running a business in Edmonton are the foundation message of the Chamber. In order to be crystal clear on the priorities of our members, the Chamber has launched a task force that is reaching out to our membership in the coming months to hear directly what issues affect them now and in the future.

As we look to the future of Edmonton, the Chamber has a role to play in asking the challenging questions of the day and advocating for a vision that will benefit us all. Together we are stronger and able to express ideas and solutions that will help build the success of every business and its employees in Edmonton. As a member-driven organization it is important that the Chamber prioritize its resources and execute the vision and goals of its members. While the initial purpose of the task force is to hear directly from Chamber members, the goal is to use that information to strengthen the voice of the Chamber. This goal, a strong voice for business in Edmonton, is even more prominent in light of the upcoming municipal election. Edmonton has seen success under the strong leadership of Mayor Stephen Mandel, who has announced his intention to not run for the Mayor’s seat again. The business community has many reasons to be grateful for Mayor Mandel’s leadership and we wish him the best in the future. There will likely be several new members of Edmonton city council this fall and the Chamber will be actively involved in starting a discussion on to the strategic priorities of business in Edmonton. The businesses of Edmonton – retailers, manufacturers, service providers, innovators and

JAMES CUMMING

more – are good corporate citizens and have a valid interest in the future of this community. A strong, vibrant city that provides a good quality of life for its people and businesses is a priority for us all. As we look to the future of Edmonton, the Chamber has a role to play in asking the challenging questions of the day and advocating for a vision that will benefit us all. Together we are stronger and able to express ideas and solutions that will help build the success of every business and its employees in Edmonton. I encourage you to let the task force know which issues impact your business in Edmonton. We want to hear about the ideas that are important to you, both positive and negative; and, if you think you know of a solution, we invite you to be a part of the conversation along with us. Thank you to those of you who have welcomed me to my new role. I can assure you that I’ll be working hard to create value for the members and strengthen the business community in Edmonton. www.businessinedmonton.com | Business In Edmonton Magazine | July 2013

The Edmonton Chamber of Commerce invites you to the following 2013 Chamber business & networking events:

The Edmonton Chamber of Commerce, Edmonton Eskimos & The Sawmill Group present

Edmonton Eskimos Sawmill End Zone Tailgate Party

Join the Edmonton Chamber of Commerce for the most anticipated game on the annual schedule: the Labour Day Classic Rematch! First guests will enjoy a tailgate-style barbeque catered by the Sawmill Group. Then, take in the game at field level and be part of the battle within earshot of players and officials. A football experience like no other awaits you!

Buy your tickets early!

Edmonton Eskimos vs Calgary Stampeders Friday, September 6, 2013 Commonwealth Stadium Gate: 5:30 p.m. Game: 7:00 p.m. Tickets: Members $79.00 + GST Non-members $99 + GST

Bronze Sponsor:

Labour Day Classic Rematch!

The Edmonton Chamber of Commerce presents

CMY

The Edmonton Chamber of Commerce presents

Speed Networking Autumn After Business Mixer & Thursday, September 26 Tradeshow Thursday, September 19 Weâ&#x20AC;&#x2122;ve put a new twist on the way business people in Edmonton can now connect.

Put yourself in front of numerous potential employers, clients or business partners within one 90 minute session.

At TELUS World of Science - Edmonton, inspiration is guaranteed. Come and network, visit exhibitor's tables and enjoy catering from The Underground Tap & Grill, to get a delicious taste of what this downtown restaurant has to offer.

5:00 p.m. - 7:00 p.m.

A display table will be provided for your company flyers and/or promotional material.

Telus World of Science 11211 - 142 Street

Registration: 4:30 p.m. Networking: 5:00 - 7:00 World Trade Centre Edmonton 6th Floor, 9990 Jasper Avenue

Tickets: $20.00 Members (+GST) $30.00 Non-Members (+GST) Includes a light snack & refreshments