Business in Edmonton - July 2023

RAISING THE BAR ON ACCESSIBILITY

RAM ELEVATORS + LIFTS HAS ALWAYS BEEN AHEAD OF ITS TIME

By Catherine Brownlee

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John Hardy

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Cover photo by Production World

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AEG Congratulates Premier Danielle Smith

BY CATHERINE BROWNLEE, PRESIDENT OF ALBERTA ENTERPRISE GROUP (AEG), CALGARY AND EDMONTON CHAPTERS

The Alberta Enterprise Group (AEG) congratulates Premier Danielle Smith and the United Conservative Party on their election victory. AEG looks forward to sharing the priorities of our members and cooperating with the Alberta government to help make Alberta a better place to live and do business.

We are committed to working with Premier Smith and the UCP government on issues of concern and relevance for our members and fellow Albertans. These issues include reducing the tax burden, enhancing education and career training, continued red tape reduction and ongoing cooperation to ensure Alberta’s prosperity by defending and exercising Alberta’s constitutional rights.

We welcome the fuel tax holiday until the end of this year; it will not only lighten the financial burden for Alberta’s citizens, but it will also help businesses reduce their operating expenses. AEG looks forward with interest to the proposed expansion of the Taxpayer Protection Act to help protect Albertans from personal income and business tax hikes. We also welcome the proposed personal income tax cuts outlined in the UCP platform and the maintenance of Alberta’s competitively low corporate tax rate. Our attractive tax rate, plus Alberta’s natural resources and excellent workforce, have resulted in global corporations announcing almost $15 billion worth of projects and proposals for Alberta’s petrochemical and clean-tech industries. Corporate taxation stability makes Alberta an attractive place for ongoing and future investment, and competitive with comparable jurisdictions for global corporations’ investments.

A significant element of job growth and economic diversification is having a skilled workforce to fill the jobs being created. We welcome discussions and collaboration with the Alberta government for future building and enhancing Alberta’s career training to prevent labour shortages, while improving economic and energy literacy.

Since 2019, the Alberta government has made progress in reducing red tape for Alberta’s businesses. AEG looks forward to continued efforts to streamline the regulatory burden faced by small, medium and large enterprises operating in Alberta.

Lastly, we will continue to support and defend Alberta’s constitutional rights to provincial resource development, as we did with our intervenor statement to the Supreme Court of Canada on Ottawa’s Bill C-69. Respect for the constitutionally defined jurisdictional boundaries between the provinces and Ottawa strengthens Canada and enables freedom to develop and grow according to the needs and desires of each unique province. That is why we supported the Government of Alberta, and almost all of the other provinces and territories, in opposing this federal legislation.

AEG stands ready to cooperate with Alberta’s government to ensure Alberta’s long-term prosperity by advocating for a lower tax burden, strong education and career training, reduced red-tape and exercising our constitutional rights as a province.

ENTERPRISE GROUP (AEG) PUTS ALBERTA BUSINESSES FIRST BY SHARING INFORMATION, ADVOCACY AND BUILDING BRIDGES TO NEW MARKETS. AEG MEMBERS

Business Education and Business Community: A Symbiotic Relationship

BY ELAN MACDONALD, VP EXTERNAL RELATIONS, U OF A

The relationship between business education and the business community isn’t a one-way street. This symbiotic relationship has give and take. On one hand, businesses are looking to recruit the talent that will put them on top and on the other hand, educational institutions want to be the number one producer of that top talent. Together, they can accomplish that – and more.

This is what Vikas Mehrotra, the recently appointed dean of the Alberta School of Business at the University of Alberta, shared with me about his vision for the school and its industry ties.

“What we’re looking for here is a two-way street,” he explained. “Businesses are looking at us for the one real product we have: our students. So, we want to train, scale and equip them to become the experts that businesses can’t live without.”

How do we get there?

We’re already well on our way thanks to the Business Advisory Council (BAC). Set up by the previous Alberta School of Business administration, this group of regional business folks have excellent networks, years of experience and are recognized for their achievements and business acumen.

Rather than functioning as a sounding board, the BAC is a forum. Members work hand-in-hand with business school folks in small groups, each tackling a defined function with tangible outcomes. One of the BAC subcommittees is responsible for the creation of YEG Industry Insights, a program that facilitates no-cost field trips for business students to visit organizations in their industry of interest in the Edmonton region.

Industry also informs the Alberta School of Business about what businesses are looking for in graduates, like strengthened understanding of business analytics and

data visualization, for which Vikas intends to create new programs. A major in business analytics at the undergraduate level is underway, and master’s programs in business analytics are under consideration.

Business analytics, he assured me, is not a modern buzzword. If anything, it’s an ancient one. Humans have been doing data analytics for 5,000 years. Vikas wants to ensure that all business courses are informed by data analytics – using the latest tools, which themselves are evolving at a frenetic pace, to understand and make sense of the information deluge – so every graduate is prepared to apply them when they enter the business world. Plus, he says creating new programs to accomplish this will help businesses hire and recruit locally, which saves them time, energy and money while retaining talent in our region.

On top of strengthening industry ties and creating new programs, Vikas also sees internationalization, reputation and talent retention as priorities that will benefit both the school and the community. Through external partnerships, he wants to work to expand the scope of immersive student experiences offered and take a leading role in addressing environmental, social and governance issues.

When I asked Vikas what he would tell the business community if he could only share one message, his answer was simple.

“Get more involved with us. External partnerships are the means through which the school will develop and inspire entrepreneurial leaders from Alberta for the world and grow and strengthen our region’s economy in the process. We want our relationship to be mutually beneficial – a two-way street on which we both thrive.”

ELAN MACDONALD IS PAST CHAIR OF THE EDMONTON CHAMBER OF COMMERCE AND A FOUNDING DIRECTOR WITH EDMONTON GLOBAL. SHE ALSO SITS ON THE BOARDS OF COVENANT HEALTH, ATLAS BIOTECHNOLOGIES AND ALBERTA BALLET. SHE IS THE VICE-PRESIDENT (EXTERNAL

EPCOR Announces President & Chief Executive Officer Succession

Source: epcor.com

The board of directors of EPCOR Utilities Inc. (“EPCOR” or the “Company”) recently announced that Stuart Lee retired as president and CEO upon the completion of the Company’s annual general meeting on May 2, 2023. Mr. Lee’s career in corporate leadership and accounting spanned more than three decades, capped by his leadership of EPCOR since September 2015. Upon Mr. Lee’s retirement, John Elford, formerly EPCOR’s senior vice president commercial services, was appointed president and CEO.

“I am delighted to announce John Elford as our next CEO,” said Janice Rennie, chair of the EPCOR’s board of directors. “Building on our longstanding succession planning work at all levels of the organization, the board undertook a robust and detailed succession process for the CEO role. We are fortunate to have a talented team of executives and depth throughout the Company. John’s record of success across multiple lines of business, including leadership roles in electricity, water, corporate services and commercial services, has established his reputation as a talented leader and strategist, able to communicate the Company’s vision, develop talent, and drive performance. The board looks forward to working with John and is confident in his ability to guide EPCOR through its next phase of growth.”

Mr. Elford joined EPCOR in 2004 and has been a member of the Company’s senior executive team since 2015. He has led electricity operations as division vice president and served as senior vice president for each of water Canada, corporate services, and commercial services. He holds an MBA from the University of Alberta and has held community leadership roles on the boards of the Art Gallery of Alberta and United Way of the Alberta Capital Region.

“John has been a key member of EPCOR’s leadership team and has a deep understanding of our organization, culture and businesses,” said Mr. Lee. “With his strong relationships

within the Company and with external stakeholders, I am confident he will successfully lead EPCOR. Over the coming months, I am looking forward to working closely with John, the leadership team and the board to make a successful transition. It has been an honour to lead EPCOR and I would like to thank each one of the 3,500 members of team EPCOR for their commitment to our purpose.”

“Stuart has led a transformation in EPCOR’s scale and impact as an organization,” said Ms. Rennie. “On behalf of the board, we celebrate Stuart’s contributions and thank him for his service and achievements.”

ABOVE: STUART LEE, OUTGOING PRESIDENT AND CHIEF EXECUTIVE OFFICER, EPCOR.

“STUART HAS LED A TRANSFORMATION IN EPCOR’S SCALE AND IMPACT AS AN ORGANIZATION,” SAID MS. RENNIE. “ON BEHALF OF THE BOARD, WE CELEBRATE STUART’S CONTRIBUTIONS AND THANK HIM FOR HIS SERVICE AND ACHIEVEMENTS.”

THE DOWNTOWN MOMENTUM

BY JOHN HARDY

Downtown Edmonton, in commercial real estate terms, is a focused, re-imagined and an encouragingly rebounding work-in-progress. There are positives and, yes, there are lingering challenges.

Some of the positives include The Parks, the massive and stunning mixed-use residential and commercial complex in the warehouse district; the dazzling, new 16-storey CWB Financial Group in ICE District and significant investments of major office building renovations.

They almost mask the facts-of-downtown-life challenges and realities, such as competing with the retail exodus to West Edmonton Mall, redefining what people prefer in the downtown core, the shrinking need for office space triggered by work-from-home trends and safety concerns.

A vibrant downtown is critical for Edmonton’s present and future. Not only for traditional and essential downtown factors like attractions, retail and places to work but also as a major source of City revenues. According to the Downtown Business Association (EDBA), Edmonton’s downtown represents almost 10 per cent of the city’s tax base.

REIMAGINING DOWNTOWN EDMONTON

“Of course, the many positives are exciting and are important,” says the dynamic Puneeta McBryan, EDBA’s executive director. “All of the challenges essentially boil down to having too little density and insufficient foot traffic to sustain the mix and concentration of businesses that Edmontonians want and expect. It is due to low residential density for a major city’s downtown of only 12,000 or so residents and the loss of tens of thousands of commuting office workers who used to patronize businesses on a regular basis.”

The foot traffic so vital for Edmonton’s downtown success relies on the essential ingredients of people who work, shop, live or visit downtown. As a place to work, downtown Edmonton is still reeling from several recent whammies. The two-plus pandemic years of work disruptions combined with already emerging technology and economy speedbumps are still taking their toll.

The bottom line is that Edmonton businesses don’t need as much space as they used to. As hybrid and remote work is still a key factor, it significantly impacts downtown

RIGHT: MARK ANDERSON, VICE PRESIDENT AT CBRE EDMONTON, AND ALSO VICE CHAIR OF EDBA.

vacancy rates. According to a report from CBRE, at the end of last year, the total downtown office vacancy rate was 23 per cent.

“It is higher than it should be,” admits Mark Anderson, vice president at CBRE Edmonton, and also vice chair of EDBA, “but there are bright spots. Some Class AA towers are outperforming the market and experienced positive absorption YTD. There is also positivity with recent investments in Edmonton downtown. These include major office building renovations, such as the 2022 Bell Tower renovation where Aspen Properties is investing $10M, as well as renovations underway at Rice Howard Place (formerly Scotia Place).”

MAKE IT BETTER

WE RECOGNIZE THAT YOUR REAL ESTATE DECISIONS TODAY WILL AFFECT YOUR BUSINESS IN THE FUTURE. LET OUR EXPERTS HELP YOU BRIDGE THAT GAP. BLENDING THE EXPERIENCE OF OUR LOCAL TEAM WITH THE COLLECTIVE PROFICIENCY AND RESOURCES OF A GLOBAL PLATFORM, CUSHMAN & WAKEFIELD EDMONTON CAN HELP YOU UNDERSTAND AND BENEFIT FROM CURRENT MARKET TRENDS.

“... THERE ARE BRIGHT SPOTS. SOME CLASS AA TOWERS ARE OUTPERFORMING THE MARKET AND EXPERIENCED POSITIVE ABSORPTION YTD. THERE IS ALSO POSITIVITY WITH RECENT INVESTMENTS IN EDMONTON DOWNTOWN,” SAYS ANDERSON.

Anderson continues, “There’s much more residential high rise downtown development. In addition to The Parks, there’s Station Lands, the Falcon Towers and an office building conversion to residential on Jasper Ave and 101 Street.”

He notes that the main source of Edmonton’s still high downtown vacancy can be traced back to the three recent towers (Enbridge Centre, Edmonton Tower, Stantec Tower) and he cautions that, “This year may be a challenging year for Edmonton’s office market. Companies are continuing to adapt to new workplace strategies of flexibility and workfrom-home options. It may cause more underutilized office space, which will be shed and put back into the market.”

Anderson echoes the prevailing corporate wisdom, “If we can get away with less space, then it needs to be the best space. Features like top-tier building amenities, third-party retail offerings and just the general sense that there is activity and interest in a building are more important than ever.”

As with other segments of Edmonton real estate, downtown landlords and developers must respond, go with the flow and strategize about supply and demand factors.

“The biggest challenge is the absence of people in lower quality buildings or in properties located where there are fewer neighbourhood attractions,” says Cory Wosnack,

principal and managing director with Avison Young in Edmonton. “The opportunity is for landlords to reinvent themselves. Tenants are choosing buildings that have been modernised and have amenities. Landlords need to amp up their customer service and make their buildings more attractive in order to compete better. Landlords that don’t reinvent their offering will be left behind.”

Undeniably, a key commercial factor for Edmonton’s downtown office space is provincial government offices. “As a capital city, there has been a big impact in buildings primarily occupied by government. By comparison, the suburban market is mostly occupied by private companies,” Wosnack points out.

The assessed value of commercial real estate is a significant influencer of downtown’s struggles and successes. According to Stephen Leroux, director of assessment operations for the City of Edmonton, “The onset of the pandemic initially caused a significant amount of uncertainty in the market. Leasing and sales activity slowed, as the time frame of restrictions was uncertain and rental rates were adversely impacted.

“Similarly, the rate of recovery of values has varied for the same reasons. For example, downtown values have been slower to rebound, likely as a result of diminished foot traffic and various hybrid working arrangements continuing to cause less activity in some office towers.”

RIGHT: STEPHEN LEROUX, DIRECTOR OF ASSESSMENT OPERATIONS FOR THE CITY OF EDMONTON.

“THE ONSET OF THE PANDEMIC INITIALLY CAUSED A SIGNIFICANT AMOUNT OF UNCERTAINTY IN THE MARKET. LEASING AND SALES ACTIVITY SLOWED, AS THE TIME FRAME OF RESTRICTIONS WAS UNCERTAIN AND RENTAL RATES WERE ADVERSELY IMPACTED,” SAYS LEROUX.

Some specifics show the recent assessed value of some key downtown properties.

• Edmonton Tower: $324.1 million

• Stantec Tower Ice District (office/retail components): $319.8 million

• Enbridge Centre: $286.8 million

• Epcor Tower: $280.9 million

• Canada Place: $172.5 million

In many North American cities, retail is a big attraction for a downtown core. In Edmonton, that too has become a challenge; the main challenger being West Edmonton Mall (WEM).

“There is a strong historical case for how WEM stole the attention from downtown retailers,” Anderson explains. As one recent example, it was a major reason why Holt Renfrew decided their downtown location was no longer feasible. Two of their biggest brands (Gucci and Louis Vuitton) opened stand-alone stores in WEM, so Holt was no longer viable.”

Re-imagining downtown retail is very much part of the EDBA focus. “It’s true that luxury retail used to be downtown’s primary retail,” McBryan notes. “Over the past 10 years or so, WEM really became Edmonton’s luxury retail destination. It is now more of an opportunity for us to figure out what kind of retail is needed to position our downtown for the future.”

Edmonton’s commercial real estate experts agree. Office space rates, vacancies and property assessments rely on various, hardcore business factors that will evolve and determine the market moving forward. Investment is triggering exciting residential and commercial growth. Rejigging the retail draw of downtown is happening.

“We have to be able to deliver a great experience downtown and some of this is simply ‘low hanging fruit,’” McBryan says with enthusiasm. “That is why we’re still focusing for higher service level standards from the City for things like cleanliness and maintenance in our public areas, a more visible EPS foot patrol presence; and, we are also investing more than ever in our own litter cleanup program, holding multi-day festivals and events across downtown and giving out grants for other event and festival organizers.”

While factors like new investments, assessed values, vacancy, absorption and square footage rates are critically important, ultimately, it’s about more, much more, than just commercial real estate. She concludes, “It’s about a vibrant and attractive year-round downtown experience.”

“OVER THE PAST 10 YEARS OR SO, WEM REALLY BECAME EDMONTON’S LUXURY RETAIL DESTINATION. IT IS NOW MORE OF AN OPPORTUNITY FOR US TO FIGURE OUT WHAT KIND OF RETAIL IS NEEDED TO POSITION OUR DOWNTOWN FOR THE FUTURE,” NOTES MCBRYAN.

RIGHT: PUNEETA MCBRYAN, EXECUTIVE DIRECTOR OF THE EDMONTON DOWNTOWN BUSINESS ASSOCIATION (EDBA).

RAISING THE BAR ON ACCESSIBILITY

RAM ELEVATORS + LIFTS HAS ALWAYS BEEN AHEAD OF ITS TIME

BY NERISSA MCNAUGHTON

The conversation in the 1980s was not yet urgent about accessibility and aging in place. However, that did not mean the need was not there. Richard Meunier saw the barriers in homes and commercial spaces and decided to do something about it. RAM Elevators + Lifts was born in his father’s garage and the story just goes up from there.

Since the first lift was built by Meunier in 1987, RAM has expanded to be a premier choice for residential and commercial lifts across North America. An eye for superior service, long-range planning, customization and exceptional creativity ensures this brand continues to rise.

Corey Smith, president and CEO, is largely responsible for the expansion of RAM.

Prior to RAM, Smith worked in remote hospitality as the CEO of a large remote camp and catering company.

“It was a good business but had ups and downs tied to the energy cycle,” says Smith. “We were just starting to expand into seniors care, as we were looking to diversity.”

That is when Smith ran into an interesting paradox. There is a clear and growing need for seniors care facilities, but most seniors prefer to age at home. Smith looked at the data and learned that for many, mental and physical outcomes are better for seniors when they can safely age at home with the proper supports.

“I was sharing my findings with my network and a fellow investor was the one that told me about RAM, this cool business that helps seniors age in place,” Smith continues. “I reached out to Richard and we hit it off. We asked him if RAM stood for reliable, accessible, mobility. He said no, it stood for Richard Andre Meunier, as he was an engineer and not a marketing guy!”

Smith convinced Meunier to sell the business but that took time.

“It took a year,” says Smith dryly. Yet, he was insistent for a reason.

“I knew that on top of seniors wanting to stay in their homes, no matter how many seniors facilities we built, we could never keep up with the growing demand of an aging population. I told Richard, ‘Your business is going to explode in the coming years. Let me acquire RAM and go on this adventure with me!’

“Richard and his partner Sandy were the sole owners at that time; you can imagine they were spread quite thin. My pitch to Richard was, ‘I’m driven by growth. You have a great product. Let me spread the word and get more dealers around North America so you can focus on product innovation.’ He is an innovator that holds several patents and participated in creating the North American Elevator Code. My main

RIGHT: COREY SMITH, PRESIDENT & CEO, RAM ELEVATORS + LIFTS.

PHOTO SOURCE: PRODUCTION WORLD

condition was that he stayed on as the chief engineer and chief product coordinator. I expanded the business around him with new offices and a larger sales force.”

Smith and Meunier closed the deal in late 2019. Then along came COVID.

“Things were already in place for the company to be successful in helping seniors and those with mobility constraints, but COVID really did change things for RAM,” Smith admits. “People did not want to leave their homes, which affected those with limited mobility. Some were thinking about building above-garage suites for their parents. There were a lot of pre-COVID conversations around accessibility that turned into dominant conversations during the pandemic.”

One would be quite remiss, however, if they believed all the elevators and lifts created by RAM are utilitarian affairs. Quite the opposite. RAM is known for elevating functionality and for creating works of art.

Most recently, Meunier has applied for a patent for a modular wheelchair lift that can be reconfigured easily on site to suit the size and direction the customer needs. RAM has also designed an all-glass elevator to add to the architectural appeal of estate homes.

One of the most creative projects is a collaboration between RAM and Lauren Kyle of Kyle & Co. Design Studios. This meeting of the minds has produced two luxurious concept pieces. The Edison Crystal imagines a sophisticated businessperson’s suede covered elevator. It includes banquette seating and a classy whisky bar. Views of the skyline enchant the homeowner as they sip a drink while being lifted elegantly to their penthouse suite. On the other hand, The Rose Crystal is a French inspired design that complements a fashionista who enjoys champagne at all the best social events of the season. Minimalism does not take away from The Rose Crystal’s marble interior and framed, stunning, picture window.

“People see these two concepts on our website and ask if they can really have a bar in their elevator. The answer is not very easily,” says Smith dryly. “These concepts were developed to encourage people to think outside of what a residential elevator can be – and who it can be for.”

For example, RAM has installed an elevator in the home of a famous local hockey player. The elevator takes him and his teammates from the main floor to a basement gym where they can rehab injuries without having to fight the stairs. Why do such strapping young athletes need a lift? They don’t. What the homeowner had in mind is resale value.

TOP: KYLE & CO. DESIGN STUDIOS + RAM COLLABORATION, CONCEPT CRYSTAL ELEVATOR | “EDISON”. BOTTOM: KYLE & CO. DESIGN STUDIOS + RAM COLLABORATION, CONCEPT CRYSTAL ELEVATOR | “ROSE”.

That elevator is fun for now but adds plenty of value and a new option for resale, opening up the home to an aging or low mobility buyer that wants a turnkey solution.

Smith explains further, “There are two sides to this business. Those that suddenly need a lift due to loss (accident, illness, etc.) and those that want a forever home that remains functional as they get older. Those that put in elevators and lifts now when the need is not apparent are helping themselves, or someone else, plan for the future. This is a growing concept – future proofing the home – and we are seeing more architects and designers get involved from the planning stages instead of leaving it for a renovation.

“At first, builders were intimidated by the shaft construction and electrical side of things but elevators are easier to integrate than you may think. It’s great to see more builders include this option from the get-go with their clients.”

People are surprised at how affordable it is to install. Smith adds, “Around $10,000 per floor is the general rule. That is cheaper than a kitchen reno and far more affordable than moving into long-term care.”

RAM’s innovations stylishly address issues of accessibility and mobility. The company aligns its philanthropy with the same goals. RAM supports Veterans Affairs and works closely with homeowner associations to help them better understand accessibility.

“Not just for elevators,” says Smith, “but also the width of doors, height of countertops, etc. We are involved in education and future-proofing homes for sudden need or for aging in place.”

He couldn’t be more thrilled to run his business, that sells across the continent, from Edmonton, Alberta.

“I continue to marvel that it’s in Edmonton where we are building all of this! Across North America, mandates are coming out for accessibility everywhere – homes, places of worship, schools, businesses, libraries. Right here in Edmonton, we are designing to solve a big world problem.”

“Don’t get me wrong,” he continues, “I come from oil and gas; I know how important that is for our province. However,

the new Alberta Advantage is innovation. The province is attracting a lot of tech interest and this is growing a new industry. I love that for Alberta. I love that there is a flood of people coming into the province and choosing Edmonton. People are excited to come here because residential and commercial spaces are affordable.

“And let’s not overlook the shipping advantage! About 60 per cent of our goods are exported to the United States. When you think of the goods coming in, Edmonton is the end of the line for a lot of inbound freight, produce, equipment, etc. The amount of empty trucks heading out of Edmonton is a tremendous advantage for RAM because we

TOP: CUSTOM RESIDENTIAL RAM CRYSTAL ELEVATOR, “THE PRISM” | ESTATE HOME, VANCOUVER.

BOTTOM: ALL GLASS COMMERCIAL RAM ELEVATOR TAKES CENTRE STAGE | GOLF COURSE CLUB HOUSE, EDMONTON.

have trucks that came here full and leave empty; we can bid on them for shipping.”

Smith is not finished praising Alberta or the capital city.

“The schools! We need talent in mechanical and control (programming) for our elevators. Both the University of Alberta and NAIT have been great for our business. We take advantage of our access to that and repay it by offering co-op terms. We enjoy the co-ops. The longer co-ops really help the students with practical education. We wind up hiring a lot of them.”

It is important for Smith to give back to the city and the province. As the Chair of the Edmonton Oilers Community Foundation, he was part of the team that brought the

iconic COVID era online 50/50 Oilers draw to life, which empowered the Foundation to change lives of both draw winners and charitable organizations in a faster, much more impactful way. He also sits on the board of the Business Council of Alberta to help advocate for making the province a better place for all.

“I can’t thank Richard enough for choosing to create RAM right after he graduated from university,” Smith says. “I’ve never even contemplated a name change. In fact, when I talk to dealers, they are pleased to know he is still in the business. I also thank our team, many of which have been with us for 15-25 years. We retain our staff while adding new team members. I value them all; those that took a chance on me when I acquired RAM and those that are newly joined and are excited about building a future with our company.”

As for building a future, RAM itself has big plans.

“We are working on a massive United States expansion to complement our solid Canadian footprint,” shares Smith. “Our business has a strong team and showroom in Vancouver and a growing presence in Ontario. However, the States is 10 times the market size of Canada and a lot of our growth is there. I can also see a future where we have a modular wheelchair lift base on the east side to quickly deliver and set up our product when the need stems from an accident or illness. Increasingly, we are installing elevators in our clients’ second homes in Mexico and the Caribbean. An American base of operations would also empower us to ship directly there. We are looking at tripling our business in the next 3-5 years but will always continue to manufacture right here in Edmonton.”

Smith’s journey with RAM has been uplifting from day one, and he has never looked back. He concludes about why this business means so much to him, saying, “Seeing a client see his second floor for the first time in months after an accident… seeing him tear up because he could access both floors of his home and see the photos of his children on the second storey walls thanks to a RAM lift – that is when I get emotional and I know I am in the right business.”

Learn more at trustram.com.

TOP: CUSTOM RESIDENTIAL RAM CRYSTAL ELEVATOR | ESTATE HOME, EDMONTON. BOTTOM: RAM COMMERCIAL VERTICAL PLATFORM LIFT | VITAL CONNECTIVE HUB BETWEEN TWO HIGH TRAFFIC PUBLIC SPACES, EDMONTON.

HEALTH CARE AND SERVICE

Part of the DNA of FYi

BY RENNAY CRAATS

photo by Riverwood Photography

As a young optometrist in Grande Prairie, Alberta, Dr. Alan Ulsifer loved providing quality eyecare to patients, but he loved the business side of optometry even more. Throughout his early career, Dr. Ulsifer took interest in optometry advancements and lens manufacturing driven by software and diamond cutting that allowed for better, more personalized lenses. As his career progressed, he quickly discovered a new game-changing technology that was cost prohibitive for a single practice. Dr. Ulsifer started thinking about how he could turn “me” into “we” to open the possibilities for himself and his colleagues.

“Back then, I started talking to people about merging our practices together so instead of having a bunch of small entities, we’d create one big one. Consolidation is usually private equity driven, which is not necessarily good for the industry or the patient,” says Dr. Alan Ulsifer, CEO of FYidoctors. “It came down to if consolidation is going to happen, why can’t a bunch of doctors do it to control our own destiny and drive what the industry looks like?”

It turned out a group of doctors could in fact do just that. And they did. Dr. Ulsifer initially approached 10 optometry clinics about the possibility of consolidating, and he wasn’t sure how his plan would be received. Word spread and he found that many others saw the benefits of a large network of doctors and when it came time to merge and form FYidoctors in 2008, 23 entities from across the country signed on.

GROWING FYIDOCTORS

During the early years, the newly-consolidated group focused on building systems that provided great value as they integrated the two dozen businesses that were to operate as one. Once they had established the framework of the FYidoctors group of optometrists, they again looked to expand the brand. By 2014, there were 100 FYidoctors locations from British Columbia to the Maritimes, and the following year the group moved its state-of-the-art ophthalmic laboratory and distribution

photo by Riverwood Photography

centre to Delta, British Columbia, which houses the technology that piqued Dr. Ulsifer’s interest to start with. Even as FYidoctors grew, the fundamental focus for the brand remained first and foremost to provide advanced eyecare to patients. It is critical for people to get their eyes checked regularly and studies show that almost half of people couldn’t tell you their eye doctor’s name and haven’t seen their optometrist in the past three years. In a world of screens, it is more important than ever for people to monitor and maintain eye health, and FYidoctors wanted to make that process as easy and efficient as possible.

“Small issues that really wouldn’t bother you in the past become bigger issues when you’re staring at a screen all day. We have huge amounts of evidence that looking at a screen is causing progression of myopia, and when you’re more nearsighted there’s much more risk of eye disease and things like retinal detachment,” shared Dr. Ulsifer.

The doctors can treat this issue with special spectacle or contact lenses to prevent its progression, but the key is early diagnosis. That makes it even more important for people, especially children, to have regular eye exams. As with myopia, most eye disease is treatable, but because it is often painless, people don’t know there’s something wrong with their eyes until late into the disease’s progression.

TECHNOLOGY FOCUSED

FYidoctors uses every weapon in its arsenal to battle eye ailments, and a benefit of a large organization is they can carry the best technology and training to stay on the cutting edge of the industry. FYidoctors prides itself on using the latest tech available to best detect issues with patients’ eyes during examinations, employing everything from retinal and optic nerve scans to 3D and wide field imaging to specialized tests to measure eye fluid pressure and get a complete picture of a patient’s eye health.

To increase the reach of eye health professionals, the organization is currently beta testing tele-optometry which allows optometrists to conduct eye exams virtually to ensure every Canadian can access eyecare regardless of where they live. To further the goal, FYidoctors is currently building its first of many mobile clinics that will allow doctors to donate their time to serve outreach areas.

“Our ultimate goal is to really be the innovators in remote eyecare and mobile clinics,” Dr. Ulsifer says. “We’ve really pushed the medical eyecare, the quality examination and care piece of it. That’s the key driver in our organization.”

EXPANDING THE SCOPE

The organization has built on the eyecare foundation of FYidoctors and added an eyewear component with

the acquisition of frame companies like BonLook, a Montreal retail optical organization. FYidoctors acquired this brand to cater to younger, trendier, style seekers looking for affordability who view glasses as accessories, while the FYidoctors retail optical division covers everything from entry-level products to luxury designer frames to ensure there is a style and price point that fits all encompassing needs.

“We’ve done a lot of research on the optical consumer and there are different types of consumers that look at optical eye wear product differently,” continues Dr. Ulsifer. “We have affordable products, we have BonLook, we have competitive two-for-one packages, and most of the wellknown luxury brands. Because we own our own supply chain, we can compete with anybody out there.”

The company has expanded significantly under the FYidoctors banner, attracting more optometrists who want to take advantage of the technology, marketing expertise and supply chain that the consolidated group can offer. Dr. Ulsifer honed the clearly successful model and started to think about how he could replicate it in adjacent fields. A few years ago, he entered the rapidly growing medical aesthetics space with the purchase of three clinics in Calgary offering non-surgical rejuvenation services including cool sculpting, Botox, fillers, laser hair removal, laser skin contouring and body shaping. Dr. Ulsifer took all he had learned with the optometry division and integrated the locations using the FYidoctors model.

FYidoctors and ATB

HOMEGROWN PARTNERSHIP SEES SUCCESS BEYOND BORDERS

While Alberta is known for its entrepreneurial spirit, FYidoctors has accomplished a rare feat - they’ve shown how innovative thinking and a creative approach can change an industry. Their journey to becoming Canada’s largest eyecare provider has included a strong focus on their clients and building partnerships that support their long-term vision. For more than 15 years, ATB has been proud to partner with the forward-thinking team that has guided FYidoctors’ success.

Wes Jardine, managing director, Corporate Banking, Diversified Industries at ATB Capital Markets says about the business model, “It was unique. It was a doctor-owned, doctor-led company. We call this a roll-up strategy. The FYidoctors brand incorporates standalone clinics but allows the doctors to take on ownership while keeping the independence that led them

to create their own brand in the first place. This partnership empowers each owner with shared buying power and resources.”

Jardine continues, “Today you see similar structures in other industries such as dental, but in 2008, this was very new. FYidoctors came to us with 33 original clinics that they wanted us to help them bring together. The vision and drive of the founder, Dr. Alan Ulsifer, along with our team’s research that supported their case, gave us the confidence to help them move forward.”

Tim Hart, managing director, Investment Banking, Diversified Industries and Growth and Innovation at ATB Capital Markets adds, “What impressed me is that ultimately, FYidoctors is laser focused on patient care and partners with other doctors that share that same

dedication to patient care. Now, their integrated model allows them to manufacture their own lenses. They are locally creating high-quality products and solutions that fit consumers’ budgets.”

Hart continues, “FYidoctors is not looking for the highest bidder when they partner with clinics. They are looking for strong partners that share their ambition. This led to tremendous success and growth that they did not anticipate. New systems (accounting, processing, etc.) were necessary to quickly accommodate this growth but for FYidoctors, ultimately, the challenge of rapid growth is a long-term advantage.”

ATB helped FYidoctors buy clinics by providing a combination of equity and bank debt to keep pace with the growth. Being nimble and in constant communication with FYidoctors meant ATB has always been in a strong position to quickly support their client through acquisitions.

ATB was pleased to provide FYidoctors with the financial solutions they needed to grow, including credit, loans, cash management, capital market strategies, financial markets expertise and investment banking advisory.

Hart adds: “ATB enjoys working with FYidoctors because they are an innovative, entrepreneur-led company. They are a born-and-raised Alberta success story that has grown to care for patients across Canada - and beyond. They’re proof that an Alberta company can grow meaningfully in size and scope when they have flexible financial support from their financial partners who believe in their vision and potential. We congratulate FYidoctors on all of their success and look forward to continued partnership.” www.atb.com

“ATB enjoys working with FYidoctors because they are an innovative, entrepreneur-led company. They are a born-and-raised Alberta success story that has grown to care for patients across Canada - and beyond.”

In short order, this new division had acquired 37 clinics and a recent merger with its biggest competitor boosted that number to around 80 medical aesthetics clinics across the country. As of late 2022, about 30 per cent of them were operating under the Dermapure brand and the rest will eventually follow suit.

This 2021 expansion brought with it a restructuring; FYidoctors became one of the optometry brands alongside Visique in Quebec, FYidoctors USA, Factory Optical and Optiks International, now operating as individual divisions under the FYihealth group umbrella. This structure better reflects the broader health focus of the evolving organization moving forward.

“There’s multiple banners and different business segments, so calling it FYihealth group made more sense. We’ll probably continue to expand into other areas as we continue to grow,” Dr. Ulsifer mentions. “I see tons of opportunity to grow different verticals in healthcare and use what we’ve already built to leverage that for other entities that we consolidate.”

ABOUT FYIHEALTH GROUP

FYihealth group has created a collaborative framework that allows professionals in the clinics to focus on patient care rather than the complexities of running a business. The Home Office located in Calgary wants the future practices who join to feel that it was the best decision they ever made. The organization steered away from managers dictating how things would be done and instead adopted a Coaching Culture where everyone works together to provide value and improve performance. There is a customer service program in place, named the Patient Pathway, which helps coaches envision and then implement ensure the team is providing the best customer experience at every visit and at every location.

The effectiveness of the programs and philosophies employed throughout the organization is easy to see. The Delta laboratory manufacturing facility has become one of the largest lens providers in Canada and it produces and ships more than 3,200 orders per day. FYidoctors was named one of Canada’s Top Growing Companies in 2022 in recognition of its threeyear revenue growth of 65 per cent – an impressive accomplishment for an already large entity – and Dr. Alan Ulsifer was named the EY Entrepreneur of the Year in 2012. The organization has been named one of Canada’s 50 Best Managed Companies by Deloitte and Canadian Business for the past four years running, was recognized as one of Canada’s 50 Most Engaged Workforces and won the award for Most Innovative Use of HR Technology in 2021.

“The awards are nice but that’s not why we’re here. We want to create an environment where people feel proud that they’re having an impact on people’s lives. The two words that describe what we do are ‘enhancing life’. That’s our core DNA,” says Dr. Ulsifer.

FYihealth group has expanded its corporate social responsibility (CSR) strategy to form the Enhancing Life Foundation. Every October during Enhancing Life month, team members choose to support over 100 different charities and outreach programs to help enhance the lives of underserved people across the country.

The organization also provided significant funding to the Eye Institute at the University of Montreal and the University of Waterloo to support research and training. These centres utilize virtual reality to diagnose issues while training optometrists to detect eye disease and advance vision care and health in the country. On top of

this, FYihealth group is a presenting sponsor for Fighting Blindness Canada’s efforts to help people living with vision impairment while conducting ground-breaking research to one day prevent it.

WHAT’S NEXT?

FYihealth group continues to innovate and improve its services in eyecare and medical aesthetics while constantly looking for ways to expand into other health care sectors that could benefit from the scalable platform that is in place.

“We’re really about trying to be that expert in the space, whether eyecare or medical aesthetics, that is a safe,

trustworthy place to go and have the best care possible,” says Dr. Alan Ulsifer.

With around 400 clinic locations across the country and 10 in the United States, and a dedicated staff of over 4,500 professionals delivering unparalleled health care service, it’s clear that FYihealth group is just getting started.

photo by Riverwood Photography

WFH: THE HOT CORPORATE DILEMMA

BY JOHN HARDY

Work From Home (WFH). It’s no longer a fad, and it’s not (yet) a new normal. However, for many Edmonton employers and employees, it is a rumbling and hot issue.

To hybrid or not to hybrid. That is the Edmonton corporate dilemma. For many Edmontonians, enjoying and even celebrating their newfound work routines or crediting pandemic disruptions for making it all happen, it may be surprising that the WFH concept actually dates back nearly three decades.

It’s hardly ancient history or corny nostalgia but, in the early 1990s when technology and clicking computers barely began to crudely connect web users worldwide, companies first started experimenting with remote work as a viable way to do things and to have workers work from outside the office.

The cell phone explosion fueled the idea even more, as all kinds of employees and businesspeople did their work from home, coffee shops, golf courses, cottages and anywhere else where there was a cell signal, internet or both.

NO LONGER A FAD. NOT QUITE A NEW NORMAL.

THE NUMBERS TRACK THAT WHILE WORK-FROM-HOME TRENDS STABILIZED, HYBRID OPTIONS ARE RISING. “BASED ON WHAT HAPPENED IN 2022, WITH THE RE-OPENING OF THE ECONOMY AND THE WORKPLACE AND BASED ON WHAT’S HAPPENED SO FAR, THE EASING OF RESTRICTIONS HAS NOT TRIGGERED A MASS RETURN TO THE OFFICE; BUT, THERE DOES SEEM TO BE A TRANSITION TO HYBRID WORK IN MANY INDUSTRIES,” SAYS HARDY.

Of course, the WFH option was popularized, normalised and also served as a sudden-but-perfect fit as a pandemic necessity for Edmonton employers, employees and students. Since then, various employment surveys have shown that as much as three times more people are now working from home or in hybrid situations, than during the scramble and crunch time of the pandemic. Re-jigged work routines are parts of the workplace’s new normal and often a new component of corporate health.

WFH or hybrid versions have caught on so much that even Statistics Canada (StatsCan) is officially involved.

“Based on the census of population,” explains Vincent Hardy, senior analyst, Statistics Canada, “the share of workers who usually worked at home was 7.7 per cent in 2006 and 7.4 per cent in 2016. At the beginning of the pandemic, StatsCan started collecting data on work from home every month through the Labour Force Survey. In April 2020, at the peak of the first wave of the pandemic, 41.1 per cent of workers were working most of their hours from home. By July 2020, the number fell to 28.4 per cent.”

He notes that last year, StatsCan enhanced its data collection strategy and started to collect information on hybrid work –an arrangement where a worker usually works some hours at home and some hours at another location. The numbers track that while WFH trends stabilized, hybrid options are rising.

“Based on what happened in 2022, with the re-opening of the economy and the workplace and based on what’s happened so far, the easing of restrictions has not triggered a mass return to the office; but, there does seem to be a transition to hybrid work in many industries.”

StatsCan shows that, in January 2022, almost 24 per cent of workers worked exclusively from home and 3.3 per cent had a hybrid arrangement. By the end of last year, the share of workers who worked exclusively from home fell to 15.8 per cent, while the share of workers with a hybrid arrangement increased to 9.6 per cent.

On Edmonton’s corporate side of the new workplace trending, WFH or hybrid arrangements involve new HR challenges and new ways of doing things.

“Pre-pandemic, there were endless articles and hype about ‘digital nomads,’ those who could work from anywhere and not be tied to a physical location, although it was typically limited to the technology space,” explains Rob Kilarski, CPHR, MIRHR, a respected human resources professional in Edmonton and manager of corporate governance & human at Credit Union Deposit Guarantee Corporation.

“The trend and desire for flexibility by employees did begin long before the pandemic but usually revolved around basic, flexible scheduling. For most of the workforce, the default work location was usually on-site, at the office, since many employers did not yet have the technology, processes or procedures in place for WFH. It was seen as not possible for many roles, despite occasional employee requests.

“Also, competitor organizations didn’t tend to offer WFH so competitive recruitment pressures to offer WFH weren’t felt, either,” he adds.

Then, with disruptions during COVID and transformational and sophisticated technologies like Zoom, things changed. WFH became routine. As Kilarski points out, WFH options have pros and cons for employees and the company.

“For the company, it works out to a significant savings for how much office space is needed to do business. If 10,000 square feet was required before with a full office, how much office space is required with increasing WFH?”

Another corporate aspect is ESG, the hot corporate topic of environment, social and governance. Having the bulk of the workforce reduce their carbon footprint by eliminating lengthy commutes to work also reflects a positive organizational impact on the environment.

Flexibility is a key factor. “Employees are desiring flexibility from their employers in terms of how and where they do their work in order to accommodate increasingly busy and complex lives,” he says. “WFH also creates increased employee focus. Depending on the role, many employees find working at home to be less distracting than conventional working in the office.”

There’s no denying that, for the company and the employees, there are downsides. While it’s sometimes quick referenced as socializing, a vital issue for employees is less effective communication and collaboration.

“Effectiveness of communication can be reduced, especially when problems arise,” Kilarski notes from much professional HR experience. “Spontaneous office conversations often lead to creative solutions, conflict resolution and camaraderie. It doesn’t really happen working virtually, where communication is more controlled. Employees can sometimes feel like they are being more intrusive calling up someone on Teams, instead of popping their head in a doorway.”

ON THE CORPORATE UPSIDE, WFH IS A BONUS BY GIVING THE COMPANY AN INCREASED TALENT POOL. “EMPLOYEES MAY NOT BE BOUND TO A PHYSICAL OFFICE AND EMPLOYERS MAY BE ABLE TO HIRE EMPLOYEES FROM OTHER JOB MARKETS THAT WERE NOT AVAILABLE BEFORE,” SAYS KILARSKI.

For the company, a major downside is the pervasive risk of unleashed technology; too much WFH access from too many sources. Risks such as data breaches, privacy breaches, and home office health and safety all need to be managed with strong company policies and procedures.

On the corporate upside, WFH is a bonus by giving the company an increased talent pool.

“Employees may not be bound to a physical office and employers may be able to hire employees from other job markets that were not available before, due to the constraints of commuting to an office,” he says.

WFH is transforming the workplace. While much of it is untested and new territory, it is interesting and offers exciting new ways of work.

“WFH is seen as highly desirable by employees and potential employees. In roles where remote work is feasible, employers are losing desirable candidates due to being unable to offer fully remote work; even hybrid WFH is not sufficient to attract some highly sought after employees,” Kilarski points out. “Unless employers are able to offer other compelling reasons to work at their organization that they can effectively communicate (e.g. higher than market salary, attainable advancement opportunities, etc.) they will be hard-pressed to attract and retain highly sought after candidates, especially when competitor organizations are willing to offer WFH or fully remote work for similar roles.”

ABOVE: ROB KILARSKI, AN EDMONTON-BASED HR PROFESSIONAL, A MEMBER OF CPHR, MIRHR AND MANAGER, CORPORATE GOVERNANCE & HUMAN AT CREDIT UNION DEPOSIT GUARANTEE.

EDMONTON THE TECH HUB

EDMONTON BUSINESS’ SUBTLE BUT SEISMIC SHIFT

BY JOHN HARDY

There is a sometimes subtle but seismic shift, not only in Edmonton business but also in the perception of Edmonton business. For a long time, Edmonton was energy services driven. Things are changing.

“Alberta’s booming tech and innovation sector continues to see record growth, attracting investment and talent both nationally and internationally, including in Edmonton which is becoming a hub for AI, digital media, video game development and biotechnology,” says Rick Christiaanse, the Edmonton-based CEO of Invest Alberta, the Crown corporation dedicated to attracting investment and supporting trade.

According to stats from Alberta Enterprise Corporation, the Alberta Technology Deal Flow Study, Government of Alberta and the most recent CBRE Tech Talent Analyzer, the trends are undeniable, revealing and exciting.

Since 2018, there has been a 127 per cent increase in the number of tech companies in the province and there are now more than 3,000 tech companies in Alberta. For the fourth year in a row, Alberta’s tech and innovation sector broke records, attracting $729 million, a 30 per cent increase from just two years ago.

Christiaanse mentions that Alberta is receiving attention for its tech sector achievements and attracting international companies including Amazon, Rogers, Microsoft and IMBiotechnologies. Five tech companies in the province have reached unicorn status: Neo Financial, Shareworks, RS Energy Group (Enverus Intelligence Research Inc.), Parvus Therapeutics and Benevity. “Those successes help position Alberta as a strategic destination for ambitious tech companies.”

While Alberta is Canada’s fourth-largest tech hub, Edmonton ranks seventh for number of deals and 10th for funds invested. The stats show that Edmonton is definitely doing many things right.

Business and investment insiders credit Edmonton’s young, diverse and highly educated workforce, stemming from the region’s post-secondary institutions like the University of Alberta, the Northern Alberta Institute of Technology (NAIT), Concordia University and the Alberta Machine

Intelligence Institute (Amii). They emphasize that Edmonton also has the talent pipelines needed for innovative tech companies looking to Edmonton to accomplish their goals.

Business leaders and academics have a timely suggestion. Job hunting has always been fiercely competitive but in

ABOVE: RICK CHRISTIAANSE, CEO OF INVEST ALBERTA.

“ALBERTA’S BOOMING TECH AND INNOVATION SECTOR CONTINUES TO SEE RECORD GROWTH, ATTRACTING INVESTMENT AND TALENT BOTH NATIONALLY AND INTERNATIONALLY, INCLUDING IN EDMONTON WHICH IS BECOMING A HUB FOR AI, DIGITAL MEDIA, VIDEO GAME DEVELOPMENT AND BIOTECHNOLOGY,” SAYS CHRISTIAANSE.

competitive tech times, job hunters need to work even harder to differentiate themselves from other candidates. Acquiring technical skills is one way to achieve job prospect success.

When it comes to resumes in Edmonton’s tech boom, the must-have list includes general computer skills, operating systems, programming languages, project management, productivity software, AI, cybersecurity, social media, cloud computing, accounting and design software, content management systems, Google analytics and more.

“The Edmonton region is definitely experiencing a tech boom,” says Chris McLeod, the upbeat vice president of marketing & communications with Edmonton Global, an economic development corporation that promotes the Edmonton region as an ideal place for Canadian and global investment.

“Tech is growing quickly here, in almost every sector of our economy. We’ve seen some very large capital raises. Examples include Jobber, who raised $100M in January and Future Fields, who raised just over $15M. Applied

Pharmaceutical Innovation (API) just secured $80.5M from the federal government and more than another $20M from the province for a new critical drug development initiative. That is really a huge tech play as well.”

He mentions Edmonton’s tech sector growth as a result of Edmonton talent. “We have a massive advantage with the University of Alberta and all of our other post-secondaries.”

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ABOVE: CHRIS MCLEOD, VICE PRESIDENT OF MARKETING & COMMUNICATIONS WITH EDMONTON GLOBAL.

“THE EDMONTON REGION IS DEFINITELY EXPERIENCING A TECH BOOM, TECH IS GROWING QUICKLY HERE, IN ALMOST EVERY SECTOR OF OUR ECONOMY. WE’VE SEEN SOME VERY LARGE CAPITAL RAISES,” SAYS MCLEOD.

THROUGHOUT THE WORLD IN BUSINESS, INDUSTRY, EDUCATION, MEDIA, ESSENTIAL SERVICES AND EVERYDAY LIFE, AI IS A MASSIVE PHENOMENON AND GAMECHANGER. IT IS ALSO A KEY FOCUS OF EDMONTON’S TECH BOOM. AN EXCITING EXAMPLE IS THE UNIVERSITY OF ALBERTA HAVING RANKED THIRD GLOBALLY FOR AI RESEARCH FOR 25 YEARS.

Throughout the world in business, industry, education, media, essential services and everyday life, AI is a massive phenomenon and game-changer. It is also a key focus of Edmonton’s tech boom. An exciting example is the University of Alberta having ranked third globally for AI research for 25 years.

Earlier this year, in partnership with Amii, it announced a $30-million investment over five years to support the recruitment efforts for 20 new AI-focussed faculty members.

“Edmonton is one of the only places in the world with more AI talent than we’re currently able to employ,” he points out. “That is helping keep costs for employing some of the world’s most important skillsets a little lower than some other places and employers can actually find people to hire.

“It is also one of the reasons why companies who don’t necessarily see themselves as tech companies are building tech, data and AI teams. Engineering firms, construction companies, manufacturers, healthcare, education tech, agriculture tech – they are all benefiting and growing here.”

The Edmonton region is also a force in the digital media, video game development and biotechnology. One recent example is Ordr (the Edmonton-based, to-your-seat delivery service that makes it simple for customers to order food, drinks and merch at facilities without leaving the comfort of their seats). Ordr recently announced a partnership with SpotOn, to seamlessly process mobile orders at sports venues.

There’s no doubt about it. Edmonton’s tech boom is a magnet for investment and a supercharger for business.

“Edmonton Global has been around for about four years,” McLeod says. “In that time, we have had a role in landing more than $2.4 billion in investment and 2023 we are lining

up approximately another $1 billion. Our region is just beginning to attract attention. Once investors and major companies see what’s happening here and what’s possible, they are genuinely surprised. Unfortunately, we just haven’t been on the radar. That is very much changing!”

The optimism is palpable. McLeod explains that “the conversation is changing from ‘how do we diversify and grow our economy’ to how do we attract enough talent to keep up with the growth we’re having? Also, how do we get more international attention about Edmonton’s tech potential?”

The trends, stats and indicators are unanimous. Edmonton is becoming a tech hub and 2023 and beyond is positive and exciting. “As Edmonton and the province build on its reputation as a tech leader, we have no doubt investors will continue making high-impact, high-value investments,” notes Christiaanse.

“We look forward to watching this momentum build and celebrating the economic development, jobs and innovation in the tech sector.”

The Alberta government is on record with the provincial goal to have Alberta become internationally recognized as a hub for technology and innovation by the year 2030, while creating 20,000 new jobs and an additional $5 billion in revenue for the province’s technology companies. In 2021, CBRE ranked the Edmonton region as the fastest growing tech market in North America.

McLeod is revved about Edmonton as a tech hub. “Big things like hydrogen, food and ag, life sciences, global logistics and AI; they are areas where we are globally competitive and where we can win. In the first quarter of 2023, we helped land about $241M in deals and we’re just getting started. Hang on! The next couple years are going to be a wild ride.”

THE THREAT IS COMING FROM… THE INSIDE!

INTERNAL THREATS CAN BE AS RISKY AS EXTERNAL DANGERS

BY NERISSA MCNAUGHTON

As a business owner, you’ve taken all the right steps to mitigate risk. Your key person is insured, the succession plan is in place and your servers are secure. All is well! Or is it? Not every risk is external. Some of the most threatening dangers are lurking within your own walls.

Disengaged Employees

When your employees don’t stick around or only put in the barest amount of effort, its costs you dearly. A Gallup report shows that disengaged employees have “37% higher absenteeism, 18% lower productivity and 15% lower profitability.” That’s a $3,400 cost to the company for every $10,000 a checked-out employee makes.

Terri Davis, founder of ProFound Talent (www. profoundtalent.com) opened her executive and professional recruitment firm to battle a growing issue.

“With a highly competitive market and a talent-tight candidate pool, businesses are becoming transactional with their hiring practices resulting in quick decisions instead of finding the right people, engaging them and keeping them,” says Davis.

The reasons employees disengage are layered but one big reason is a lack of flexibility.

“As an executive search agency owner, I can say we have been for years losing skilled talent due to a need for flexibility. I attended an event not long ago where many of the women I connected with shared they left their

“WITH A HIGHLY COMPETITIVE MARKET AND A TALENT-TIGHT CANDIDATE POOL, BUSINESSES ARE BECOMING TRANSACTIONAL WITH THEIR HIRING PRACTICES RESULTING IN QUICK DECISIONS INSTEAD OF FINDING THE RIGHT PEOPLE, ENGAGING THEM AND KEEPING THEM,” SAYS DAVIS.

employer to start their own business because of a lack of work/life balance.”

As a business owner and single mom, Davis provides that needed flexibility for every member of her team. Even before

ABOVE: TERRI DAVIS, FOUNDER OF PROFOUND TALENT.

the hybrid office model inspired by COVID, she set hours from 9-3 and had no issues with her team working around their kids’ hockey schedules, birthdays, special events and family time.

“I wanted my company to be inclusive, allowing my team to be able to have the best for their work, life and families. I trust my team to get their work done.”

Davis says that mandating full-time in-office employment without flexibility decreases the talent pool (aspiring entrepreneurs leave to make their own rules in the business world) and disengages employees that keep their options open for a job with better balance.

“Quiet quitting,” she continues, “is not new”. “People disengage all the time, but now that disengagement is sooner. People used to stay in a company for 10-15 years. It is down to 2-3. People are not putting up with unsuitable environments.”

How can employers avoid this risk?

“Hire the right people for the role. Don’t just hire whoever is available. A lot of employees are seeking change but not actively looking. Look for them. Find out if they are passionate about their work but not their workplace. A headhunter is tapped into that market and does screening and due diligence, including assessments, to ensure your next hire is the perfect fit.”

She continues, “We help employers onboard people properly. This is not one week of set up and handing them a laptop. It’s about a full road map that spans three to six months –which is the risk period for losing a new hire.

“A common misunderstanding is that employees only want more money or a promotion. However, everyone wants something different. Our assessment tools tell employers what motivates a particular employee. It could be money, but it could be learning and development or even social opportunities.”

ProFound Talent also helps employers understand the risks of losing a new hire so you can proactively mitigate this through proper onboarding and engagement.

“It costs a lot to hire and train, not just to recruit. Have a succession plan for each role, not just for key persons.

Crosstrain or identify people within the organization that can move up. Have a bench of talent ready to utilize.”

Davis summarizes, “A lot of employers get caught in a panic and do a quick hire. How do you avoid disengaged employees? By taking the time to hire right, the first time, followed by a focused approach to onboarding, engaging and retaining the right person for the role.”

Downplaying Digital

Think a professional website is only for e-commerce sellers? It’s not. Paul Letourneau, CEO and director of YEG Digital (www.yegdigital.com), discusses the risk of ignoring the many advantages a digital footprint provides.

“In today’s digital age, it’s essential to meet your customers where they are – online,” says Letourneau. “A professional website allows customers to learn about your business, services and products and compare you to your competitors from anywhere in the world before even contacting you. Having a well-designed, easy-tonavigate and informative professional website makes a positive impression on potential customers and sets your business apart from competitors. This can increase trust and credibility, ultimately leading to more conversions and sales.”

A powerful strategy businesses of any size can use is SEO. Yet, too many businesses are ignoring, or are unaware of, this tool.

“SEO, or search engine optimization, is the process of building trust and credibility between your website and people who use search engines to find products and services like yours,” explains Letourneau. “Search engines consider about 200 factors when determining where your website ranks in search results compared to your competitors. An experienced SEO professional works with you to research, monitor and execute a plan to increase your overall rankings over time by building up your website’s trustworthiness in search engines’ eyes. The more search engines trust your website, the higher it will rank in results for the search terms that matter most to your business.”

The risk is missing out by not leveraging digital tools. The following stats from Gitnux and Inter-growth show that:

• 68 per cent of online experiences start with a search engine

• 61 per cent of B2B marketers say SEO and organic traffic generate more leads than any other marketing tool

• 90 per cent of B2B buyers research online before making a purchase

• 73 per cent of searchers visit the business within one day

Here’s the biggest concern: 90.63 per cent of web pages get zero organic search traffic from Google. That means any website that is not properly structured or optimized has less than a 10 per cent chance of being found online. Businesses that ignore digital tools are ignoring a direct, affordable, effective line to their target markets.

“I truly believe that having a digital strategy should be an integral part of any business and should be reviewed regularly – ideally every quarter,” advises Letourneau. “In today’s world, the importance of digital strategies will only continue to increase. As more and more people turn to the internet to search for products and services, businesses must have a solid digital presence to remain competitive.”

YEG Digital can help.

“We have the privilege of working with local and international clients to help manage their strategies. Our team is dedicated to guiding businesses through every stage of the process, from initial research and planning to execution and ongoing improvements. By staying up-to-date with the latest trends and best practices in the digital world, we can provide our clients with the most effective strategies and solutions.”

Failing to Seek Legal Advice

When an employee or client has a grievance and takes legal action, the risk is self-representing without legal advice.

“Generally, lay persons do not know the ins and outs and legal processes and unless they are lawyers, they don’t have a good grasp of legal matters,” says Heidi Semkowich, Alberta

registered paralegal & certified legal coach. “By choosing to represent themselves in a legal matter, they are running the risk of not being able to provide a complete defense to the assertions in the commencement documents.”

Yet the thought of lawyering up, especially for smaller businesses or startups, is a daunting one. Semkowich provides a solution. Work with a paralegal.

“Not every legal matter requires a lawyer, which is where paralegals can help fill the access-to-justice gap,” she explains.

“A paralegal can review documents with the self-represented party and advise on what those documents say or what they allege. The paralegal can then provide detailed information on the next steps in the process, including what options the self-represented party has.

“An example would be if the business is being sued in small claims court. The paralegal can advise on the steps in the small claims process, what documents need to be completed by the business and when they need to ensure the documents are filed with the court and served on the opposing party. The paralegal can also provide assistance with completing the forms (ensuring they are in a format accepted by the court) and could provide coaching services to help the business prepare for the process.”

This is an area where Semkowich excels. She owns and operates HMS Paralegal Services (www.hmsparalegalservices. ca) and has more than 25 years of experience working in law firms and corporate legal departments.

“I primarily work in civil litigation, WCB claims (for the worker) and disability claims (for the claimant). I provide paralegal and coaching services to self-represented parties in an effort to help them navigate their legal matter. I do not provide legal advice and in the event that a matter goes outside of my professional scope, I have a team of lawyers that I work with to ensure the client receives the most professional services that can be provided,” she adds.

Businesses thrive when they identify and mitigate risks, yet a lot of time is spent on risks that are external to the organization. When building a plan for a profitable future, remember to look inside the organization as well as without for the risks that could delay success.

2023 Board of Directors

Board Executive

Chair: Haydar Al Dahhan

President and CEO, Design Works Engineering

Vice-Chair: Aziz Bootwala

Managing Principal, Edmonton, Vice President, Business Development, Kasian Architecture Interior Design and Planning Ltd.

Secretary-Treasurer: Jason Pincock

CEO, DynaLIFE Medical Labs

Past Chair: Dennis R. Schmidt Principal, ALTURA Legal Advisory

Board Directors

Nicole Bird

Owner, Rsvp Design Inc.

Nathan Carter

Vice President, Projects and Construction, ATCO Energy Solutions

Jonathan Gallo Managing Partner, Gallo LLP Chartered Professional Accountants

Sandy Jacobson

Vice President, Richardson Executive Search

Sam Kemble

Chief Operating Officer, Workforce Delivery Inc.

Annemarie Petrov

President and CEO, Francis Winspear Centre for Music

Amir Shami

President and CEO, Rotaflow

Celia Wanderley

Chief Customer Officer and Head of AltaML Invent, AltaML

Randy Allaire

Chief Risk Officer, Servus Credit Union

Edmonton Chamber Executive Cadence Bergman Director, Policy

Amin Samji Director, Member Services

Contact Edmonton Chamber of Commerce

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

Fostering Growth and Unlocking Potential: Edmonton Chamber of Commerce provincial

priorities

Haydar Al Dahhan, Board Chair

The Edmonton Chamber of Commerce is pleased to share our business community’s priorities with the Government of Alberta. These seven broad priorities reflect the current needs of employers and entrepreneurs and the vision they have for a competitive, business-friendly and dynamic province.

Establish a Long-Term Fiscal Management Plan

Alberta’s government must prioritize long-term fiscal planning and stability, considering the volatility of energy prices and the pandemic’s impact on revenues. To achieve this, adopting a fiscal anchor and a comprehensive long-term plan is crucial, including debt repayment and investment of any surpluses. An independent panel should review government revenues to reduce reliance on royalty revenues.

By focusing on the long-term and preparing for future challenges, Alberta can ensure a prosperous future for generations to come.

Bridge the Skills Gap

Alberta’s skills gap is impacting the economy, with many businesses experiencing labor shortages and struggling to recruit skilled employees. Alberta can create more pathways for skills transfers, attract and retain skilled workers, improve credential transferability, and expand work-integrated learning. We must also build on the effective work already being done to market Alberta’s strengths and tell our province’s story to the world.

Invest in and Foster Innovation

Diversification is critical in today’s economy and the Edmonton Region is rich in innovators, ready to lead the way and reach global markets. Some of Edmonton’s strengths are in life sciences, technology, video game development, arts, tourism, critical minerals, agriculture and agrifood. Investing in Edmonton’s strengths will foster economic diversification, attract investment and ensure long-term prosperity for Alberta.

Lead in Clean Energy and Reaching Net-Zero

The energy sector is essential to Alberta’s economy and the province is a leader in advancing technology to address climate change. As we develop our resources in a responsible and sustainable way, meeting market demands for energy products and sustainability goals, Alberta can develop a strong, harmonized climate and energy policy.

Share your thoughts on business issues with the Edmonton Chamber at policy@edmontonchamber.com

We must create an economic environment that provides policy certainty, making the most of opportunities in carbon capture, hydrogen, critical minerals and more. By implementing these actions, Alberta can ensure a sustainable energy sector, attract investment and contribute to global climate goals.

Address the Growing Affordability Crisis

The Canadian Chamber’s Business Data Lab numbers show that rising input costs, inflation, and interest rates are hurting businesses. Edmonton is also facing a housing crisis, with a shortage of social and affordable housing units and a high number of households in core housing need.

While acknowledging existing programs to address affordability, the Edmonton Chamber recommends expanding programs that help make life more affordable for all, such as eligibility for the commercial Clean Energy Improvement Program (CEIP) to larger projects, enhancing retrofit programs to manage rising energy costs, and increasing investments in housing access across the spectrum.

Support our Growing Population

Edmonton’s population is growing rapidly and the infrastructure and programs that support it must keep up. The Government of Alberta and City of Edmonton should work together to enhance transit service and safety to support

trade, tourism and business connectivity. From key infrastructure, like hospitals and schools, to support for the arts, sports and cultural sector that boosts community vibrancy and stimulates growth, investment is needed for Edmonton to effectively serve the needs of its growing population.

Improve Community Safety and Well-being

Businesses in Edmonton are calling for enhanced community safety and support for vulnerable populations. This requires comprehensive and cohesive supports such as increased police presence, funding for Business Improvement Areas to address social disorder, enhanced transit safety, and a review of funding to close support service gaps. Continued investments in housing solutions and adequate shelter spaces are crucial to prevent and end homelessness.

The Edmonton Chamber of Commerce is committed to working together with all levels of Government to drive economic growth, attract investment, and create a thriving business environment in the Edmonton region. For more information, please visit edmontonchamber.com.

Amin Samji, Director of Membership at the Edmonton Chamber of Commerce, celebrating with the Blanchett Family who recently celebrated 75 years in business.

So Much More THAN A MARKET

Old Strathcona Farmers’ Market celebrates 40 years

By Nerissa McNaughton

Those that frequent the bustling Old Strathcona Farmers’ Market choose from more than 130 vendors in a comfortable, indoor setting. However, just 40 years ago, this was not the case. When the market started it was an open-air event located in the nearby parking lot.

“In 1983, the local business association put an ad in the Edmonton Journal appealing for a farmers’ market for economic development,” says Keith Persaud, manager. “This led to the first market and for the first few years, it operated out of the parking lot.”

It wasn’t long, however, before vendors were eyeing the empty bus barn that shadowed their stalls.

“About five years after the market launched, it moved into the building – and that is where things got interesting,” Persaud reminisces. “The building was cold. It had no heat! It was also leaking and needed extensive renovations. There was nothing in the building.”

He continues, “Over the past 40 years a lot has been done to make the market into the destination it is today. The Old Strathcona Farmers’ Market Society put in bathrooms, windows, lighting, renovated the roof, installed heating – but we did not want to put the burden on the City of Edmonton for any of that. We are a society and not for profit, but we never once asked the taxpayers to fund the building’s upgrades.”

Yet it is the taxpayers, and thousands of tourists every year, that enjoy the building along with over 130 vendors. It’s not uncommon for about 10,000 people to pass through the doors any given Saturday and there is a waiting list of vendors who are eager to adopt a stall.

It’s easy to see why.

The beautifully renovated brick building is charming and a landmark in Old Strathcona. Perched on the street’s corner and with ample parking nearby, it’s an easy destination to get to by car, foot or transit. Once inside, shoppers are greeted with every type of good imaginable,

from locally farmed meat and produce to leather goods, clothing, bookbinding, food from around the world, honey, beers, wines and spirits, baking, jewelry and so much more.

“When you enter the market,” Persaud explains, “you immediately get a snapshot of Edmonton – a serviceoriented, friendly, energetic, entrepreneur-driven, diverse city. It’s a boutique shopping experience, far removed from what consumers experience in big box retail or chain stores. You’ll see seniors browsing, families making a day of it, couples holding hands – it also makes for a great Saturday morning date!”

From his own experience before he joined the team two years ago, Persaud says ruefully, “When you come here, you don’t know what you need until you see it. Then you are like, ‘how did I live without that’? Within an hour of arriving I’d have three bags of goods… and now I manage the place!”

Although he has spearheaded some strategic decisions about the space, including covering the ceiling in flags representing the many nationalities of the vendors and shoppers, Persaud says, “This venue has a life of its own. Our job is to make sure it is clean and the lights are on, and then people just come to enjoy it.”

However, that’s a humble view of his and his team’s past work and long-term vision for the market and its historic building. There are big plans underway that will dramatically change the impact of the space.

Commercial Multi-Family

Interior Design

Congratulaons

on serving the community for

Industrial years!

PLANWORKS is proud to be partnered with the Old Strathcona Farmers Market as they make plans to revitalize the market building and celebrate this excing milestone!

WEAREPLANWORKS.CA

CONGRATULATIONS

OLD STRATHCONA FARMERS MARKET ON YOUR REMARKABLE 40-YEAR JOURNEY!

BUILDING THRIVING COMMUNITIES INSPIRES EVERYTHING WE DO

With a passion for building vibrant communities, we are dedicated to preserving Edmonton’s rich heritage and supporting the local economy. From enhancing the infrastructure to constructing eclectic areas, we are proud to create a dynamic space where local producers and artisans can showcase their exceptional products.

We’re excited to embark on this revitalization project with you!

“It is a critical time for the market,” Persaud shares. “We are looking to activate the building itself seven days a week and increase the market to run more than once a week. The plan is to turn the building into a hub, event space and general store. Some of the things we are working on are cultural markets, a night market, cooking events and upgrades to support private events. There is no other market like this right now in the country; our plans will add value to Edmonton’s business community, hotels and tourism sector.”

No matter how many beneficial changes take place, the soul of this market will always be easily identified. After all, despite some vendors retiring, such as Gramma Bear’s Home Baking who kept hungry customers coming back for 35 years, many of the vendors that started in the parking lot are on their second generation. Entire brands and businesses have grown in the market and it hosts some of the most recognizable names in the cottage industry, including Riverbend Gardens, Rainbow Acres, Maplewood Acres, Birds & Bees Winery, Taste of Ethiopia and Holden Colony – to name just a few.

The farms, wineries and distillers, in particular, have attracted the attention of Edmonton’s best chefs.

Persaud says, “We have so many great chefs in the city that shop the market so they can create specials for their menus.” This, of course, really helps drive the shop

The Old Strathcona Farmers’ Market has a carryout service? It’s impossible not to load up on goods as you shop, but those bags can get heavy. There is no need to leave the market and trudge your haul to your car. Obtain a tag from a market employee and have your bags stored – for free. There are even coolers for those purchasing perishable goods or who want their beer to still be cold when they arrive home. When you are ready to leave, simply bring your car to the loading zone and your goods will be loaded into your vehicle. Again, this is a cost-free service, designed for the convenience and comfort of Old Strathcona Farmers’ Market shoppers.

local, sustainable and farm-to-table trends that empower communities to thrive.

www.ravenhillagencies.com Did you know

“If you have yet to visit the market, come on out! If you are a regular, thank you. We always love to see you,” he continues. “Sometimes on a Saturday I just come out of my office and watch the crowds come through the door and I can’t believe how smoothly it all happens.”

He heaps praise on his team for enabling the market to run smoothly every weekend, the community for its endless support, the City of Edmonton that took a chance on the market’s transition to indoors so many years ago and every single shopper that has enjoyed, what he calls, “the vibe.”

Old Strathcona Farmers’ Market already has one award nomination under its belt for being a favourite Edmonton destination and as plans for the hub and additional markets get underway, the popularity of the site will only increase. This is a market – and an experience – like no other. So, don’t miss out.

10310 83 Ave NW Edmonton, AB T6E 5C3 780.439.1844 office@osfm.ca osfm.ca OSFM • Celebrating 40 years • 5

GOING BEYOND THE BASICS

Ardent Roof Systems celebrates 10 years

BY NERISSA MCNAUGHTON

Ardent Roof Systems Inc. provides a boutique service, the best roof warranty program in Edmonton and years of experience that provide the foundation of all its services. Re-roofs, repairs, assessments, ventilation – these are the standard services of any roofing company. Ardent, however, distinguishes itself through its signature warranty program, next-level service and deep community connection.

Mr. Stacey Disotell, owner and general manager, was one of four partners when Ardent launched in 2013. Today he is the sole owner and continues to build the brand on the values on which it was founded.

“I build great relationships,” says Disotell, “and value following through on our brand promise, which is, ultimately, the purpose of quality service. In roofing, a product is assembled for the clients. Shingles are shingles. It is what we do with those products that make a difference. We understand the full scope of what is going on with the attic, the ventilation – we address everything that can have a long-term effect on those shingles.”

Disotell does not accept every project.

“We are simply not for everyone,” he explains. “We get calls saying, ‘I’m collecting 10 quotes.’ Ardent will not be that 10th quote for any property owner only looking for the cheapest company.”

In fact, he took the company in the opposite direction, offering a boutique, exclusive experience. Ardent is a certified Platinum Preferred Roofing Contractor through Owens Corning®.

The Owens Corning Duration Platinum Warranty is a 50year non-prorated warranty for roofing that includes 25year coverage directly from the manufacturer. This means homeowners are covered for both materials and labour, including the disposal of old materials. The platinum warranty is different from others because it is registered directly with Owens Corning and homeowners receive the warranty card from them, not from the roofer. Additionally, Owens Corning conducts random quality control inspections on the work of certified installers to ensure that they are maintaining high standards of quality. This demonstrates that Owens Corning cares about the quality associated with their name. As a platinum contractor with Owens Corning, Ardent is able to offer one of the best warranties in the business, which is fully transferable to the next homeowner, if the house is sold.

“Achieving that warranty status was a milestone for Ardent,” says Disotell, “and so was becoming recognized by flat roofing companies in the Alberta Roofing Contractors Association (ARCA). We are able to go beyond a basic roof package and elevate with multiple products and scope upgrades on all pitched roof installations, along with all the insulation and ventilation required

Photo by Rebecca Lippiatt

to have a complete, properly functioning roof system. The roof is the number one defense for the interior. If the roof fails, all the work you put into the inside of the home is at risk. The roof has a huge impact and we take that very seriously.”

Another thing Distoell takes very seriously is consumer education. There is a section of the Ardent website dedicated to education about red flags in roofing companies.

“The average consumer does not understand the difference between retail shopping and getting trade services. Does the roofer have insurance? WCB? Are they a financially stable company? Are they paying their bills and employers? Too many companies look great online but they don’t answer the phone and the company is gone when the roof fails. This happens often and it is not discussed enough. Your roof is a major investment so it’s important to choose your roofer wisely.”

To ensure property owners are happy with their choice, Ardent meets prospective clients in person and takes a first-hand look at the roof before offering an estimate.

“We have to talk to you and get an understanding of what is going on. We engage with our clients and provide a full scope of the project. If there are serious roof issues, changing the shingles won’t solve the problems and our clients deserve to know that.”

Everyone at Ardent is client-focused but they are community focused too. In addition to other giving-back initiatives, the company is known for hosting an annual golf tournament in support of the Stollery Child Life Program.

“When I was a kid,” says Disotell, “I was the survivor of spinal meningitis – three times. My parents were factory workers and could not take a lot of time off work to be with me in the hospital. The volunteers sat with us children, distracted us and spent time with us. The medicine is very important but so is the volunteer program. To be a kid and have your spirit uplifted by those volunteers has a positive impact on the healing process. This is why we host the golf tournament each year.”

Ardent is also known for its annual roof giveaway. Every year nominations are open for a homeowner to tell their story or to be nominated by someone else. After a pre-evaluation, a selection of nominations is read on 95.7 Cruz FM and the community decides on the winner. This giveaway has taken place every year since Ardent opened.

“On behalf of the team, I would like to thank the Edmonton community for being so supportive of our work and of our charities,” concludes Disotell. “There are exciting things planned for the future that include offering even more services and becoming a one-stop-hub for full restoration. So, please stay tuned!”

(780) 488-4900 | reception@ardentroof.ca

9757 45 Ave NW Edmonton, AB T6E 5V8

Hours: Monday to Friday, 8:00AM to 4:30PM

www.ardentroofsystems.com

Photo by Rebecca Lippiatt

ROYAL MAYFAIR: An Unforgettable Course, an Unparalleled Experience

By Nerissa McNaughton

Royal Mayfair Golf Club is one of only six clubs in Canada to carry the royal distinction. The 100year history of the club proves, beyond a doubt, that the distinction is earned in many aspects, including the excellence of the course, association with the Crown and enhancement of its member’s lifestyles. Today it ranks as one of the most prestigious clubs in Alberta, a place where members and guests enjoy golf and social gatherings in a new clubhouse.

Wade Hudyma, general manager and COO, says, “The new clubhouse was designed to stand out from our previous, and from other, clubhouses. We achieved this by making it a member-focused facility. It hosts smaller functions for our members and their guests; however, we no longer host big banquets and events. The dining opportunity has been elevated with a

private room that will seat up to 14 people and we added a dynamic outdoor patio that can comfortably host 100 guests. A covered canopy area can seat 50.”

Wade Hudyma, general manager and COO. Photo by Rebecca Lippiatt.

He continues, “Our summers are short. We wanted to design with that in mind and empower our members to be able to enjoy the beautiful views of the course without the interruption of large banquet groups. This is not an inexpensive club – so, we focus on creating the highest value in every aspect for our members.”

Initially founded as the Mayfair Golf and Country Club in 1922, the club’s founders were a group of prominent Edmontonians who wanted to create a top-class course in the city. The first course was designed by renowned golf course architect, J. Munro Hunter. However, it didn’t take long for the club to realize that it needed to make some modifications to elevate the course’s quality. This led to the soliciting of Stanley Thompson, Canada’s most renowned golf course architect, who had designed several notable courses in Alberta, including ones at Jasper Park Lodge and in Banff.

Over multiple seasons, Thompson extensively renovated Mayfair, adding more bunkers, reshaping greens and reconfiguring holes. In recent times, Royal Mayfair has engaged Doug Carrick to develop an upgraded plan for the club, ensuring its continued excellence and appeal to golf enthusiasts.

“The ‘royal’ prefix is an honour bestowed by the British monarchy, recognizing the club’s excellence and commitment to the sport of golf,” notes Hudyma. “This prestigious title sets the Royal Mayfair apart from other clubs and signifies its status as one of the premier golfing destinations in Canada. The designation also reflects the club’s dedication to upholding the values and traditions of the game while maintaining the highest standards of service and quality for its members.”

To earn the designation, the club had to apply and demonstrate its pre-eminence in the industry; financial stability; non-profit status; 25-plus year reputation in the community; regional service provision and a commitment to national charitable, artistic or scientific causes. The club also had to demonstrate a history associated with the Crown and Royal Family.

That part of the lengthy application process was easy to demonstrate.

The first royal visit to Mayfair took place in 1927 when the Prince of Wales (later King Edward VIII) and his brother George, the Duke of Kent, graced the club with their presence. The Princes played on the course, making it an exciting day for the club members. This visit also led to an unforeseen change that many members appreciated. During the 1920s, plus fours (trousers that fall four inches below the knee when folded upwards and eight inches below the knee when

Royal Mayfair Golf Club Celebrates 100 Years •

Photo by Rebecca Lippiatt.

Photo by Rebecca Lippiatt.

Photo by Rebecca Lippiatt.

unfasted) was the mandatory club uniform. However, the royal visitors wore trousers, and following their visit, some daring members abandoned the traditional attire in favour of pants. Soon after, the club relaxed its dress code and trousers became the prevalent choice.

The second royal visit occurred in 1978 when Edmonton hosted the Commonwealth Games. The club held an official luncheon attended by Her Majesty Queen Elizabeth along with Prince Philip, Duke of Edinburgh, and their sons Prince Andrew and Prince Edward. Following the luncheon, the then-club’s president, J.R. Biddell, received a letter stating her Majesty’s appreciation of the venue and her hopes that she and the other royals had not indisposed the guests.

Another royal, Prince Michael of Kent, visited the grounds to attend a dinner for the South Alberta Light Horse Infantry in 2002.

Although the application process took nearly two years, royal status was granted in 2005. The announcement was commemorated with a grand gala evening featuring kilted pipers and guests arriving in horse-drawn carriages, making it an unforgettable night for everyone involved.

Yet, as Hudyma points out, the longstanding association with the Royal Family is just part of the draw. A large aspect of what makes this club special includes its truly unique location.

“We are in the heart of the city, just seven minutes from downtown,” he says. “There is one access point, Hawrelak Park on one side and the North Saskatchewan on the other. The course is set back so there is no view of the river itself, but it is such a quiet, pristine course in the middle of an otherwise bustling city. Our community of members tend to work or live in the downtown core, so getting here is fast and easy.”

Between the quality of the course and the location, it is no wonder why Royal Mayfair has attracted some of the world’s top talent. To date Royal Mayfair has hosted the 1958 Canadian Open, two LPGA women’s open tournaments and the 1980 Canadian PGA Championship, which was won by golf legend Arnold Palmer.

In addition to providing an outstanding experience for members, Royal Mayfair is also cognizant of its relationships with the City of Edmonton and the community in which it operates.

“We value our relationships and strive to be good citizens,” says Hudyma. “We are a certified Audubon course, proving our adherence to wildlife habitat conservation, water management, chemical use reduction and environmental planning. We take pride in knowing we play alongside all kinds of wildlife and that we protect that wildlife.”

Since 1922, the Royal Mayfair Golf Club has been known as Edmonton’s premier golf facility. Here’s to the next 100 years.

Proud Builders of the Royal Mayfair Golf Club

There are other private golf clubs in Edmonton but at Royal Mayfair, members can expect an experience like no other. Just a short drive from downtown allows members to truly experience a quiet, nature-filled oasis where members and their guests can gather without the interruption of weekly tournaments or non-member events. The clubhouse and its indoor/ outdoor areas provide an exclusive place for members to gather and socialize. Every amenity is geared to provide each member with the highest value, standards and comfort.

As Hudyma says, “There simply is nothing else like this club around these parts.”

He concludes by thanking the shareholders for their commitment to the club and to the City of Edmonton, through the social causes the shareholders support. The shareholders invested in the club’s reinvention at a time when most of the world was restricted from gathering, showing a testament in the belief the members have in Royal Mayfair.

It’s been 100 years since the club opened and during that short time, it has enhanced the life of golfers who desired an experience that cannot be obtained anywhere else. With a royal designation, new clubhouse and premier course, Royal Mayfair is set to enchant golfers for another century.

THE ENTREPRENEURS’ CHAMPION

Colby

Steckly becomes ELEION as they celebrate 10 years

by Nerissa McNaughton | photos by Rebecca Lippiatt

Ida Colby, CPA, CA

Candy Lam, CPA, CA

Jennifer Steckly, CPA, CA

Eleion Professional Group, Chartered Professional Accountants brings more than 50 years of combined experience to the table through a young, dynamic, allfemale team intent on reinventing the accounting industry. ELEION is there when the idea of a business is formed, through the startup phase, through the growth and beyond – all quietly in the background providing the proactive accounting expertise and management businesses need in order to grow.

It all started with one goal for ELEION’s founders: providing flexible customer service custom-designed to meet clients’ needs – in an industry not necessarily known for flexibility or creativity.

Partners Jennifer Steckly and Ida Colby started the firm as Colby Steckly Chartered Professional Accountants in 2013.

“We were both working as managers at a large firm but did not have the flexibility to provide the customer service we felt would be most beneficial for our clients. We could not help build the practice in line with our vision so we decided to open our own firm,” says Steckly.

On day one, the firm had two partners and one client. Fast forward 10 years and the firm has three partners, 10+ staff and a full client roster showcasing a variety of businesses at all stages of development in a wide range of industries.

“We are an all-female partner firm,” Steckly adds. “We did not intentionally design our firm this way, but we are proud of it! As an approved training firm for other CPAs, we are honoured to bring up the next generation of this profession, especially for women.”

She counts hiring the firm’s first full-time employee as a fond memory and a major milestone.

“When you start a business, you do it all until you can support a team. It was great when Ida and I were able to hire our first administrator. When you start, you really don’t have an idea of how much admin support goes into a business!”

Other milestones include moving into their own space five years ago instead of subletting and bringing on Candy Lam as a partner in 2022.

“Another thing we very fondly remember,” says Steckly, “was seeing our first student go through and earn their letters thanks, in part, to the hours spent in our program.”

On the 10-year anniversary of the firm, there are plenty of milestones to reflect on but the partners are also looking forward. The name change to ELEION Group reflects this change and solidifies the dynamic, original vision of the founders.

Steckly explains, “I’m excited about the firm not showcasing our last names. ELEION is an amalgamation of ‘elevate’ and ‘champion’ and it speaks to a team of professionals that provides an elevated level of service to champion the financial end our clients’ businesses. We position ourselves as an integral part of our clients’ team.”

This approach has been very successful. ELEION routinely surveys its corporate clients; 90 per cent cite the meaningful and timely communication and real interest in helping them get to the next level in business as reasons why they are so happy with the firm.

“We make a point to be proactive,” Steckly confirms. “We send out updates when things change or when there is pertinent information. For example, during COVID we ensured our clients had information on programs for which they qualified and what they could expect from those programs.

“Additionally, we have started offering fractional consulting services. This allows us to meet with business owners that need our services on an add-need basis. As a fractional CFO, we can identify positive or negative performance indicators and advise on what to change to make their operations more profitable.”

ELEION’s ultimate vision is to increase its network and become a hub for connecting clients with all the professional services needed in order to thrive. With so much time, energy and passion put into building industry relationships, ELEION is in a prime position to connect business owners with a variety of products and services or with people that can answer questions about business growth and development.

“With our team and communication focus with clients,” Steckly says, “we achieve a comfortable relationship. This provides an opportunity to be involved in the business in a truly integrated way and help them make those necessary industry connections.”

On day one, the firm had two partners and one client. Fast forward 10 years and the firm has three partners, 10+ staff and a full client roster showcasing a variety of businesses at all stages of development in a wide range of industries.

Being accessible to small businesses is important to the team. ELEION ensures a plan for this too.

“We have a set fee structure with different levels so our clients can feel confident in calling us without thinking ‘every call adds to my invoice.’ Not only does this provide stability for their payables, it allows us to do our job better and prepare for tax season. Without the worry about billing, frequent communication on both sides lets us take care of our clients, get ahead of growing concerns and promote a much more proactive approach overall.”

Many new business owners turn to software to take care of the accounting side of things. While such automation is efficient for bookkeeping, Steckly knows this approach does not necessarily save the client money – or time, or sanity overall – when it comes to accounting.

“You don’t know what you don’t know,” she advises. “As the founder of your company, you are the expert in your own business but as accountants, we are experts at catching things you won’t see. Especially with tax and compliance, it is much better to do things right upfront than have to go back to fix things. Canada Revenue Agency (CRA) does not excuse mistakes based on a lack of accounting knowledge.”

She continues with sage advice for new business owners, “Start on the right foot. Don’t make things harder than they need to be with CRA. View an accountant like you would a lawyer or mentor. It’s a service to have in your corner that provides a professional perspective that is different from yours.”

ELEION is also proud to support the non-profits and charities that help build successful outcomes. For this reason, ELEION is a long-term supporter of My LuvPak.

My LuvPak creates and distributes backpacks filled with personal items tailored to address the psychological, emotional and physical needs of children in challenging situations, such as entering foster care, experiencing homelessness or facing severe poverty. The packs aim to offer joy, hope and comfort to these children by giving them a LuvPak containing carefully chosen belongings, fostering a sense of self-worth during their difficult times.

“Oftentimes,” says Steckly, “when a child is entering foster care, they are told to put their belongings into a trash bag as they are moved to a new environment –while already going through trauma. That is very jarring for the child. We like My LuvPak because all the funds go into the backpacks. There are no admin fees. While the Edmonton branch of this organization is closing, the founder gave us the opportunity to provide its last round of LuvPaks for the region and it is our hope that we can continue to move forward, in some form locally, with this charity (it remains active in Grand Prairie). We focus on children aged 10+, as that age group does not always get the same level of charitable support as younger children.”

Every member of ELEION is committed to seeing clients and community members succeed, which is why My LuvPak is a charity of choice, among other giving-back initiatives.

“Seeing that success, seeing dreams come true and having a front row seat to witness the most driven, engaged and talented people do their thing,” says Steckly when asked what she loves the most about her work. “Driven, smart, talented – that is what entrepreneurs are and we get to see them take their business to the next level. How many people get to say they have that experience over and over? We get to see dreams come true while having a part in their success.

“If I could tell entrepreneurs one thing it would be this – you are champions! Every business owner figurately jumps off a cliff without knowing if their parachute will open. They take

such a huge risk and they are not always told when they are doing well. It is important for my clients to hear that encouragement from us.”

The name change and the 10-year milestone have the founders beaming, rightfully, with pride. They are able to provide the service they envisioned for their clients. The founders’ own leap of faith into entrepreneurship was clearly the right move.

“This milestone is more of a celebration of our clients than it is for us,” says Steckly. “Without our clients and industry partners, we would not be here today. This anniversary, name change and celebration is a testament to all of them.”

What comes next?

Steckly concludes, “We are growing ELEION to be a hub where businesses can connect, network and work collaboratively. The aim is to provide a 360-degree approach to supporting businesses and entrepreneurs in Edmonton.”

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TO COLBY • STECKLY ON 10 YEARS!

Steckly

Ida Colby, CPA, CA, Jennifer Steckly, CPA, CA and Candy Lam, CPA, CA.

INDUSTRIAL HEARTLAND

PCL’s Heavy Industrial companies provide construction management, direct-hire execution, pipe and vessel fabrication, modular assembly, shutdown and maintenance, and commissioning services to meet clients’ needs in the renewable energy, electrical infrastructure, nuclear, petrochemical, oil and gas, mining, and resource extraction industries.

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