Business In Edmonton - May 2024

ELEVATING ENERGY SERVICES

THE

STEP

ENERGY SERVICES SOLUTION

by Nerissa McNaughton

In the ever-evolving landscape of the energy sector, a few companies manage to stand out not just for their technological prowess but also for their commitment to excellence, safety and client satisfaction. One such company that has been making waves since its inception in 2011 is STEP Energy Services.

Founded by CEO, Steve Glanville, Bailey Epp and Regan Davis, STEP was born out of a vision to fill a gap in the energy sector for a service company not just concerned about bottom line but instead deeply invested in delivering client service and cutting-edge technical expertise. Initially, this vision was aimed at revolutionizing the coiled tubing market in Western Canada.

However, the founders knew that having the latest technology wasn’t enough. The true essence of STEP’s success would hinge on its people; a team of dedicated professionals committed to executing their tasks safely and flawlessly every day.

Since those early days, STEP has not only solidified its presence in the Western Canadian Sedimentary Basin but has since expanded its footprint across major oil and gas plays in the United States, including the Permian Basin and Eagle Ford Shale Play in Texas, the Bakken Shale Play in North Dakota, Uinta-Piceance in Utah and the Niobrara-DJ Basin in Colorado. The expansion into the hydraulic fracturing market in Canada in 2015, establishing a coiled tubing presence in the U.S. in the same year and then expanding into the U.S. hydraulic fracturing space in 2018, are testaments to the company’s drive to innovate and lead.

Last year, 2023, saw STEP grow and change in many ways. The company introduced new technologies, focused on process improvement and emissions reduction strategies and realized remarkable efficiencies throughout its North American operations.

“A key factor in last year’s success was our focus on nurturing our workforce, who we refer to as professionals rather than employees,” says Glanville. “Additionally, we made great strides in environmental stewardship through a capital program which upgraded a large portion of our fracturing fleet to lowemission assets. Using proprietary operational procedures, we can deliver industry-leading diesel substitution rates which helps our clients reduce the amount of diesel they consume, displacing it with cleaner burning natural gas during their fracturing programs. It’s become a really efficient operation.” He continues, “It basically comes down to two primary drivers: the best trained people and the best assets. To achieve this, last year we invested over $50 million in optimization capital and about $100 million in capital expenditures. This included upgrading frac

pumps to low emissions engines, which, after nearly a full year of operation, have delivered exceptional results and savings from both a cost and emissions intensity perspective.

“Additionally, through our disciplined operational procedures, we continuously monitor every minute – every second – and maximize the time we have to perform our services. Just a few years back we managed to pump for 14 hours each day. Now, in collaboration with our clients, we’ve extended that to approximately 20 hours daily. This represents a significant boost of around 30 per cent in pumping efficiency.”

Despite these successes, STEP faces the challenge of an aging population of field professionals and the difficulty of attracting young talent to what many perceive as a sunset industry.

“We’re facing an aging population, with the average age of our STEP professionals being 39,” says Glanville. “There’s a misconception that we are a sunset industry on the brink of going out of business. This simply isn’t true, and that narrative needs to change. We need all sources of energy, as was made evident in January during the cold snap and potential blackout due to lack of power. We are committed to providing clean, economical energy. It’s crucial that we integrate this understanding into our education systems, from high schools to post-secondary institutions.”

The narrative of Alberta’s energy industry is something deeply personal to the CEO of STEP.

“I am a proud Albertan. We have world class resources and egress opportunities that can reach all parts of the world. We have the best skilled labour and trades professionals anywhere in the world, from heavy duty mechanics to engineers. Albertans have this drive and ability to never settle. We are always continuously improving and that is a mindset we need to show the world.”

Glanville offers insightful reflections on the company’s role in addressing one of the most pressing challenges of our time –climate change.

“Unfortunately, the concept of climate change is polarizing, but it doesn’t matter what your opinion is. Industries are evolving, and companies who have begun to modernize their businesses and incorporate decarbonization strategies into their operations will fare better than those who do not. One of the most practical and effective ways to participate in reducing greenhouse gas emissions? By promoting cleaner burning fuels. We take it for granted, flipping a light switch or turning on your stove with a button. But there are approximately 2.5 billion people around the world who lack access to clean cooking fuels and rely on wood, kerosene, coal, cooking with wood or even dung. The Canadian advantage is about providing that cleaner burning fuel source, reducing net global greenhouse gas emissions and creating opportunities for tens of thousands of Canadians in this industry. We can, and should, be an example to the world.”

Looking to the future, Glanville expresses a desire for STEP to play an even more significant role in Alberta’s sustainable energy landscape.

“I would like to see more opportunities for our services sector to participate in provincial or federal grant funding, which would have the added benefit of modernizing and decarbonizing both our conventional and renewable energy sectors even further,” he shares, highlighting the importance of support and investment in technologies and practices that reduce environmental impact.

STEP is no stranger to partnering with the organizations and institutions that help promote Alberta’s clean, sustainable, ethically produced energy. As such, STEP continues to partner with ATB.

“ATB has always been a great partner of ours. We are celebrating our 13th year of business, and we are very excited about that. It has not been the easiest journey. We value the support of ATB; especially going through the tough times of 2020, they have always had our back. STEP has had cycles of great cash flow and times when things are difficult. Having a partner like ATB, who are also experts in our industry, who understand the ebbs and flow of our sector and who are believers in strong management teams like the one at STEP, has been crucial. Their support has been invaluable.”

Glanville elaborates, “Our ATB banker, Amish Patel, is awesome and ATB’s CEO, Curtis Stange, cares about our industry a lot. As a CEO, he understands what Alberta can do and he supports progression in our sector.”

STEP is not only celebrating a milestone of 13 years. The company is also celebrating being named to the Great Place to Work list. STEP puts a tremendous amount of work into nurturing its community of professionals who are united by a great corporate culture, core values and dedication to delivering exceptional service, and so this achievement, for Glanville, is very important.

As he reflects on STEP’s journey, he also looks ahead to an exciting future, not just for the company but where Alberta’s energy sector can make a difference worldwide.

“I see us participating in other industries like geothermal, participating in the paradigm shift. The world needs all sources of energy and we are an energy services company. Alberta can really deliver such value to the world. Premier Danielle Smith has done a great job in promoting this. We do it better than anyone else, from safety to community engagement to emissions management and reduction. And I’m not just touting STEP. I mean our whole industry.”

STEP is a great example of Albertan innovation, resilience, and strategic foresight now and into the future.

ATB is pleased to present a 2024 profile series on the businesses and people who are facing challenges head-on to build a strong Alberta.

ABOVE: STEVE GLANVILLE, FOUNDER AND CEO, STEP

Nerissa McNaughton

Cheryll Watson

Catherine Brownlee

YWhere Did Our Community Leaders Go?

ears ago, I committed to being an active “do-er” in this city and for a long time, I believed Edmonton was a city of can-do, get-involved and get-it-done leaders. Recently, I have been reflecting on how this seems to be a shrinking cohort.

One of our city’s greatest people-powered impacts began on January 16, 1981. A group of like-minded individuals came together to create the Edmonton Gleaners Association, more commonly known as Edmonton’s Food Bank – and Canada’s first food bank was born!

The Edmonton Elks are a shining example of community spirit and resilience. Founded by a group of leaders who got together and said, “let’s do this,” the team epitomizes what it means to build something greater than oneself (despite their current win record).

On a more personal note, five years ago the innovation and technology ecosystem rallied together to form the Edmonton Advisory Council on Startups (EACOS). As ecosystem volunteers and for the greater good of their community, this group dug into the issues on growth, alignment and how taxpayer dollars were being spent. I was vice president of Innovate Edmonton at the time and let me tell you, this group was engaged, active and made an impact!

Now, as our city struggles to get off its back foot, when the call to action within our communities is as urgent as it is compelling, there seems to be only a small group of people raising their hands to help lead us to better times. I believe Edmonton is at a crossroads where the narrative of passivity and/or the expanding expectations of what government should be doing threatens to overshadow the spirit of collective engagement and community empowerment. If we do not move from a culture of complacency to one of

proactive involvement and meaningful contribution, what will we become as a city?

The challenge of apathy versus action, of tearing down versus building up, is huge. In today’s landscape, it is all too easy to find ourselves entrenched in debates, divided by our differences rather than united by our shared beliefs and aspirations.

Community activism should not be met with skepticism. It should be embraced with enthusiasm. As leaders, one of our core mandates is to celebrate and recognize the capacity to effect change, to be a force for good.

So, what can we do to turn this vision into reality? The answer lies not in grand gestures or rhetoric, but in the simple yet profound act of taking ownership of our communities. It is about rolling up our sleeves, stepping out of our comfort zones, and actively engaging with the issues that matter most to us.

Whether it’s volunteering, mentoring aspiring entrepreneurs through organizations like Junior Achievement (also an organization founded and funded by community), or simply lending a helping hand to a neighbour in need, there are countless ways to make a difference within our city. If you’re currently doing this, keep it up! You are part of a small group these days and your work matters.

As we look to the future, let us reembrace our history and roots of community creation; a culture of action and empowerment. It is only through our collective efforts that we can truly affect impactful change, and our city needs it now more than ever.

CHERYLL WATSON IS THE PRESIDENT AND CEO OF JUNIOR ACHIEVEMENT (JA) NORTHERN ALBERTA & NWT. JA IS A WORLDWIDE ORGANIZATION THAT PROVIDES EDUCATION AND REAL-WORLD LEARNING OPPORTUNITIES TO YOUNG PEOPLE, IN THE AREAS OF FINANCIAL LITERACY, WORK READINESS, AND ENTREPRENEURSHIP. CHERYLL BRINGS PERSONAL EXPERIENCE IN THE IMPORTANCE OF EDUCATION AND MENTORSHIP AND STRONGLY BELIEVES IN THE POWER OF ENABLING THE NEXT GENERATION OF ENTREPRENEURS TO TRANSFORM THE ECONOMY.

CHERYLL WATSON, PRESIDENT & CEO, JA NORTHERN ALBERTA & N.W.T.

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Cover photo by Production World

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TAMTA’s Training and Tech Campus Will Drive Alberta Forward

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

he precarity of our supply chains was one of the unsettling realities revealed by the pandemic. All it took was a strain on a single link to cause shortages throughout the system. In some cases, it was an annoying inconvenience. In other cases, it was much more serious, including shortages of baby formula, computer chips and the contrast dye used for X-rays, ultrasounds, CT and MRI scans.

Following this worrying wake-up call, governments across Canada began scrambling to strengthen the country’s supply chains. The federal government recently announced a special supply chain office that will be responsible for developing and implementing a national strategy. Closer to home, the provincial government is investing more than $8 billion in the Ministry of Transportation and Economic Corridors’ three-year capital plan, which includes significant funding for highway and bridge projects.

Nearly 52 per cent of Alberta’s GDP moves on the back of a truck, so strengthening the ribbons of asphalt, steel and concrete that form our transportation is critical. However, the province is short 4,000 professional drivers and that number is rising monthly with retirements. If we don’t get more Albertans behind the wheel soon, our economic recovery is going to slow.

The Alberta Motor Transport Association (AMTA) has been raising the alarm for years. Not just content in pointing out the problem, the AMTA is developing solutions. The association has been working to change the industry’s culture and image so it can attract a new, young and diverse workforce. It’s also raising awareness about careers in the industry across the province at job fairs, where students are encouraged to try their hand at trucking at the wheel of a simulator.

Initiatives such as these, however, are just the beginning. The AMTA has developed plans for a commercial trucking safety and technology testing campus in Beaumont. The immediate goal of the campus would be to educate and train more drivers so the industry can start filling vacancies. The facility will include a state-of-the-art track that will test a driver’s skill in varying conditions, including gravel roads and city driving, to ensure they are up to the demanding task. In the long-term, the AMTA wants to use the campus to position Alberta as a destination to develop, test and implement new technologies, including hydrogen-powered vehicles.

Utilizing a multi-functional design, the campus can also meet other needs in the province, including law enforcement. Rising crime rates have fuelled growing concerns about public safety across the province and the province has responded with a proposal to create a new independent agency police service that will operate seamlessly alongside local police.

Whether it’s getting more truckers on the road to keep our supply chains flowing, enhancing Alberta’s tech ecosystem or training more police officers to crack down on crime, this innovative project will help drive Alberta forward. The AMTA recently hired a new president, Robert Harper, to navigate a way forward for the association and the campus. Alberta’s trucking industry is in good hands.

Stantec Appoints Shankar Kalyana As Chief Technology Officer

Source: Stantec.com

Stantec, a global leader in sustainable design and engineering, has appointed Shankar Kalyana as chief technology officer (CTO). The IBM veteran brings nearly 40 years of experience and will be responsible for leading identification, deployment, application and support of emerging digital technology to support existing clients and the firm’s strategic growth initiatives, while driving shareholder value.

In this newly established role, Kalyana will report to John Take, the firm’s chief growth and innovation officer, and be responsible for catalyzing on recent organic growth in Stantec’s digital and technology teams, which now includes more than 200 staff across the world. He will support the commercialization of digital products and services and the development of tools for internal use that drive efficiency. Kalyana will also support the ideation of digital products that will be incubated and brought to market.

“We are thrilled to welcome Shankar Kalyana as Stantec’s chief technology officer,” said John Take, Stantec executive vice president and chief growth and innovation officer. “Shankar joins us at a pivotal time; with our next strategic plan, Stantec is positioning for growth, success and continued global impact. He will play an integral role in our ongoing digital evolution while driving delivery effectiveness.”

As CTO, Shankar will collaborate with Stantec’s digital practice groups across all business lines, Global Operations and Innovation Office to maintain capabilities across the firm’s digital practice areas. These include data analytics, design/delivery and automation, geospatial analytics, project and program information management systems, visualization and digital development.

“It is a unique privilege to leverage my experience and expertise in digital transformation at scale and apply it to a domain of great importance to humankind using technology in all its positive and constructive intent,”

“I AM EXCITED TO JOIN STANTEC WHEN CLIMATE CHANGE AND SUSTAINABILITY HAVE BECOME CENTRE STAGE THEMES AND LEADING OUR INFLUENCE IN ENHANCING THE QUALITY OF LIFE FOR COMMUNITIES EVERYWHERE,” SAID KALYANA

Kalyana said. “I am excited to join Stantec when climate change and sustainability have become centre stage themes and leading our influence in enhancing the quality of life for communities everywhere.”

Kalyana is an ex-IBM Fellow and innovator with multiple technical awards, an evangelist of applying technology for business value and a thought leader in complex digital transformations. He holds a Master of Science from Pennsylvania State University in Information Science.

ABOVE: SHANKAR KALYANA, CEO, STANTEC

City of Edmonton Invests up yo $5 Million To Infuse New Activity and Vibrancy Into the Downtown Core

Source: The City of Edmonton/News Releases

The City of Edmonton’s newest installment of the Downtown Vibrancy Fund, now open for applications, will see up to $5 million invested into vibrancy efforts for the downtown core. The fund, which is part of Edmonton’s Downtown Vibrancy Strategy, helps realize the potential in the heart of the city through collaboration with dedicated downtown partners.

“The Downtown Vibrancy Fund helps create a culture of creativity and action in our downtown community,” said Councillor Anne Stevenson. “We’ve seen dozens of incredible projects come to fruition through this fund and this ongoing investment helps strengthen a vibrant and lively downtown.”

With a renewed focus on long-term investments, eligible projects will help activate our city centre and contribute to

the pillars of the Downtown Vibrancy Strategy while aligning with one of four funding streams:

• Recreational amenities to provide sport, leisure or recreational opportunities, like a new basketball court.

• Lighting to improve publicly accessible areas by adding creative lighting or projections.

• Downtown events like festivals or activities that increase the number of people visiting downtown.

• Public art and placemaking including artwork of any medium, including murals, sculptures or art installations.

“There is so much incredible work happening right now at a community and business levels to build a more vibrant

and prosperous downtown and much of that work is being made possible through the Downtown Vibrancy Fund,” said Puneeta McBryan, CEO of the Edmonton Downtown Business Association (EDBA). “Last year, the fund enabled us at the EDBA to build and launch our Downtown Ambassadors, Downtown Night Patrol and scale up our Retail Attraction Program, among many other events and initiatives. We’re so excited to continue partnering with the City of Edmonton on this kind of work and to see what kind of impact the fund can have in 2024 and beyond.”

Since its launch in 2021, the Downtown Vibrancy Fund has awarded over $8.2 million in funding to 174 projects, including the Downtown Business Association’s Retail Attraction Program, which helped increase retail occupancy in the downtown core. Good Goods, a socially responsible retailer and recipient of the grant, was able to use the investment to open their first permanent store downtown.

“We’re very excited to be able to have a permanent spot for the community to come together, experience our offerings and celebrate the Canadian brands we work with,” said Aga Wajda-Plytta, co-owner of Good Goods. “We really put our whole hearts into supporting our vendors and choosing products that we know our community will love. Through this grant opportunity, not only do we get to participate in building a more vibrant downtown, we also get to elevate Canadian socially responsible brands, making them easily accessible and something to feel good about.”

Other Downtown Vibrancy Fund projects have included festivals, events, business supports, placemaking, lighting and the development of the Window and Storefront Repair Program. Last year, there were over 150 festivals and events downtown, surpassing pre-pandemic numbers. Combined with planned capital projects, such as Warehouse Park and Centennial Plaza, the City is creating conditions for a vibrant and sustainable economy in our downtown core.

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PCL President & CEO Named CCA Pinnacle Leader and PCL Recognized for

Driving

Change in Alberta Capital Region

Source: PCL.com

PCL Construction is pleased to announce its president and CEO, Dave Filipchuk, has been recognized as the Canadian Construction Association’s National Pinnacle Leader.

The CCA Pinnacle Leader Award recognizes leaders who apply the highest standards and principles of the construction industry and business community. The Pinnacle Leader demonstrates a pursuit of excellence in any field serving the Canadian construction industry. This award honours the memory of Robert Stollery – a past PCL CEO – whose contribution to Canada’s construction industry symbolized the qualities for which the award is given.

“It was Robert Stollery’s vision that PCL be employee-owned, and we have been now for 47 years. Employee ownership has made it possible for many to build long-term rewarding careers with us and equally has allowed us to better serve our clients,” says Filipchuk.

“I reflect on my 40 years with PCL with immense gratitude for the opportunities that have come my way,” he continues.

“The journey has been incredibly diverse, with experience in Canada, the U.S. and Australia and across our operations in the buildings, civil, infrastructure and heavy industrial sectors. Every step has been a learning experience for me. I accept this recognition humbly, knowing the credit is shared with an incredibly talented leadership team that I’m part of, and that our 5,000-plus contingent of dedicated construction professionals have made this possible.”

Additionally, PCL Construction was recognized by United Way of the Alberta Capital Region at the annual Red Tie Gala event. PCL and its Edmonton and area employees raised an amazing $2.39 million during their 2023 United Way campaign.

Driving Change, Fueling our Community was the theme of the annual two weeks of fundraising at PCL. This was the 55th year of PCL partnering with and supporting United Way in the region.

“My committee and I set out this year to empower PCLers to take the wheel and drive real change in their communities,”

said PCL’s United Way campaign chair, Ian McKinnon. “I am incredibly proud of the impact PCL made with this campaign and the Red Tie Gala really affirmed that there is a lot of good happening in our communities to help people when they need it.”

The annual Red Tie Gala celebrates and recognizes the hard work and community spirit witnessed and delivered during the previous year’s fundraising campaign. The event also honours recipients of the Awards of Distinction, recognizing those exceptional individuals and groups who embrace the notion that ordinary people have the potential to achieve extraordinary impact.

PCL received two awards at the event: Award of Excellence, presented to organizations who raised more than $1 million during the 2023 campaign season and Campaign Committee of the Year, presented to the committee for its innovation, teamwork and enthusiasm in the promotion and execution of our 2023 campaign.

Overall, PCL collectively raised $6 million for United Way across the company’s footprint in 2023.

Love, respect, and family are at the heart of everything we do at Exquisicare.

We provide assisted living and long-term care in custom built estate homes with 24/7 professional care.

COLOURFUL PAST, BRIGHT FUTURE

HELMED BY A YOUNG ENTREPRENEUR, PRO CO PAINTING TAKES ON ITS MOST AMBITIOUS PROJECT TO DATE

BY NERISSA MCNAUGHTON

The Fairmont Hotel MacDonald has stood like a silent sentinel over the North Saskatchewan River Valley since 1915 and is one of the city’s most recognizable landmarks. This year it boasts a top-down renovation with refreshed guest rooms, ballrooms and common areas. One of the companies involved in this major update is Pro Co Painting – and the woman behind Pro Co Painting is a tenacious entrepreneur with an ambition that empowered her to turn a student job into a thriving career. That woman is Keiko McPherson and today, she is happy to run the business alongside Joelene Zakaluzny.

It all started in 2008 when McPherson gained employment with Student Works Painting while earning a Bachelor of Commerce degree in entrepreneurship and small business at the University of Alberta. By 2013 she has risen through the ranks as both general manager and franchise owner. During that time she also swept up numerous awards including Rookie of the Year (2008), Marketing Award (2008), Producer of the Year (2009), Franchisee of the Year (2009) and District Manager of the Year (2014).

“I was a weird kid. I was entrepreneurial since the age of 11,” laughs McPherson. “I had always wanted to run a business, so joining and then franchising with Student Works Painting was a great opportunity. Once I graduated, I was thinking of

leaving the painting industry but I still wanted to be within the business sphere. I noticed that Student Works Painting did not have a commercial division in Alberta. So, I opened that and ran it for six years.

Her commercial division, which was separately branded and for which she was garnering her own leads, was a huge success. Things got to the point where it was enough to spin out of the parent brand.

“Since then Pro Co Painting has been operational for 11 years under various titles,” says McPherson.

Zakaluzny and McPherson first crossed paths in 2015. At that time, McPherson was Zakaluzny’s Student Works district manager. By the end of 2017, as McPherson sought new ventures, she saw an opportunity to bolster her business with Zakaluzny’s proven expertise. The synergy between their visions was undeniable. Zakaluzny moved to Edmonton in 2017 and the two women proceeded to run the Edmonton Pro Co Painting branch together.

Another milestone came in 2020, when the business expanded into Saskatchewan. That location is expertly run by Kylie Gavelin. This marked a shift to set Pro Co Painting up as a franchised company, giving the option to expand in this way should the company choose to do so.

RIGHT: KEIKO MCPHERSON AND JOELENE ZAKALUZNY

PHOTO SOURCE: PRODUCTION WORLD

“Pro Co Painting does high-end work with above-average customer services for commercial clients,” explains McPherson. “We do a lot of work for multinationals like Costco, the Edmonton Public School Board, The Edmonton Catholic School Board, Cineplex Odeon, IKEA, The Brick, Enoch Recreational Centre at Enoch Cree Nation and Earls restaurants.

We create employment with an original crew of 10, but with subcontractors of up to 50 painters in Edmonton alone.”

“Our growth,” she continues, “is due to our relentless focus on quality. Our core values demand that we deliver the best work while treating everyone – clients, team, subcontractors – well. We care. We passionately care about the work we do and the people we do it with. Everyone gets treated equally and our prices are fair. We communicate daily with our clients, deliver updates and ensure our administration is expertly run to avoid complications, delays or other frustrations on the job.”

McPherson credits executive administrator Matthew Cao, who joined the team in 2020, for the smoothness of the back-end administration.

“He is the best!” she praises. “He is incredibly efficient.”

While Pro Co Painting enjoys working for a variety of clients, Kal Tire holds a special memory for McPherson.

“I cold called them,” she recounts. “About 11 years ago I found out they were rebranding, so I went to all of the locations they had in Edmonton to do some recon. Then I put together a proposal and sent it to their head office. And they were like, ‘Who are you?’”

She laughs, “We had highlighted their entire rebrand and they could not believe we knew so much about their branding.”

The gutsy move was respected by Kal Tire and since then, Pro Co Painting has completed more than 350 projects for them across Alberta and Saskatchewan.

“I just love working with them,” McPherson adds. “They are really great; so very kind. They are one of the best companies for how they treat Pro Co Painting and how they treat their own staff and customers.”

“I

JUST LOVE WORKING WITH THEM [KAL TIRE],” MCPHERSON ADDS. “THEY ARE REALLY GREAT; SO VERY KIND. THEY ARE ONE OF THE BEST COMPANIES FOR HOW THEY TREAT PRO CO PAINTING AND HOW THEY TREAT THEIR OWN STAFF AND CUSTOMERS.”

You’ve invested everything in your business. With so much on the line, you need advisors who understand the stakes. From performance improvement to people and culture and organizational strategy, our team delivers strategies to help you reach and surpass your goals.

How did booking the Fairmont Hotel MacDonald come about?

“It’s my dream job,” smiles McPherson.

Being a long-term Edmontonian, McPherson has dreamed about painting the iconic hotel since she started her business.

“I make an annual vision board with a list of projects I want to complete. This year I put Fairmont MacDonald on my list. And they called me. ME! The company with the Fairmont contract called me! It was everything you can imagine wishing for… times 500.”

The painting project is a comprehensive renovation of the prestigious hotel, encompassing a complete overhaul from the ground up. This ambitious endeavor involves gutting the entire hotel to make way for new carpets, new furniture, updated plumbing and a revamp of all the rooms, including the grand 3,500-square-feet Empire Ballroom along with the Wedgwood, Edmonton, Cavanaugh, Parlour, Jasper and Drawing rooms, all bathrooms, all common areas and all guest rooms. With a total of 163 rooms and five corridor hallways to transform, this project is expansive in scope and ambition.

The complexity of the renovation requires a diverse array of specialized crews, each contributing their expertise to different aspects of the job.

“As one of the only local contractors on the project, I’ve found myself not only overseeing the painting but also helping with the coordinating of other trades to ensure a seamless renovation process,” says McPherson. “There have been other special touches as well that we are incorporating. The meticulous attention to detail required, such as handpainting plaster images on the ceiling in gold and restoring a chandelier by hand, underscores the project’s significance and the high level of craftsmanship involved. It’s a project that I could never have envisioned taking on, yet it has become a defining moment in my career.

“The impact of this project extends beyond the company and me as an individual because it touches the heart of the community. Revitalizing such an iconic building in Edmonton not only contributes to the city’s architectural heritage but also enhances its cultural landscape. It’s a source of pride for everyone involved. I have actually spent more time on this job site than I have spent on all my projects in the past three years.”

ABOVE AND RIGHT: FAIRMONT HOTEL MACDONALD

PHOTO SOURCE: PRODUCTION WORLD

“I MAKE AN ANNUAL VISION BOARD WITH A LIST OF PROJECTS I WANT TO COMPLETE. THIS YEAR I PUT FAIRMONT MACDONALD ON MY LIST. AND THEY CALLED ME. ME! THE COMPANY WITH THE FAIRMONT CONTRACT CALLED ME! IT WAS EVERYTHING YOU CAN IMAGINE WISHING FOR… TIMES 500.”

McPherson is happy to note that despite the tight timelines and large scope of the project, the Fairmont job has been great in all aspects and the client has been wonderful to her, the team and everyone involved.

As with every business there are ups and downs, challenges and rewards. For McPherson, one of those rewards is something that she, fortunately, does not have to struggle with – unlike so many other businesses at the moment.

“In the past we did have trouble recruiting,” she shares, “but now we are so very blessed to have a full team of the right people. They are focused on doing quality work and we all enjoy the satisfaction it gives our clients. Having this team in place allows me to focus on company growth.”

Of course, there is the age-old question – as a woman in business, in the trades no less, has McPherson encountered additional challenges?

She laughs as she tackles the questions head on.

“Is being young, female and a minority a challenge in business? Some may think so, but I see it as an opportunity. I know myself. I know my team. We are great at what we do and we have never failed a job. I’ve been painting since I was 17. I find that if you stand your ground and act like an equal, you get treated like an equal.”

As she reflects on her remarkable journey so far, she muses, “I truly love everything about Edmonton. I remain here because of the people. They are so supportive and people here are doing incredible things. The Alberta advantage right now is technology. There are many cool new startups,

innovation in renewables and just a lot of innovation happening. Look at Kuby Energy, for example. I’ve known the owner, Jake, forever. He was once talking about an idea for a solar company and now it is a reality. He’s been a great friend and mentor. Edmonton and Alberta are where people are supportive because everyone wants to succeed.”

McPherson says a very big thank you to her clients, team and community, including bookkeeper Carla Gate, Ben Stemen with St Arnaud Pinsent Steman Charter Professional Accounts, Saskatchewan location’s Kylie Gavelin and Derek Weisbeck from Scotia McLeod. She also thanks her team including long-term employees Mason Morley and Denny Proulx and all of the subtrades.

“Looking forward I want our clients and potential clients to know that Pro Co Painting is your best option because we care so very much. We care about the quality of the work we do and I am not willing to sacrifice quality for growth,” McPherson concludes. “Our future involves continuing this trajectory and ensuring the highest quality of work with the best possible customer service for our current clients and the ones we look forward to meeting as we continue to expand.”

Learn more at procopainting.ca and on Instagram (@ procopainting).

THE DYNAMIC LOGISTICS HUB

THE LOGISTICS INDUSTRY IS DYNAMIC

BY JOHN HARDY

The Edmonton region has the geographical advantage that it takes for a robust logistics sector to thrive, grow and succeed. On the flip side, economic growth in the Edmonton region requires an efficient logistics sector to provide businesses with a vital, reliable and effective link to suppliers and target markets. Today more than ever, the vital importance of the supply chain – and the logistics sector which makes it all happen – is a critical factor.

The logistics industry is dynamic. With the pace of supply chain changes accelerating at warp speed, agility has emerged as a critical trend in the logistics industry. Supply chain agility refers to a company’s ability to quickly adapt to changes in demand or disruptions.

“Trucking is very important, especially in supporting the oil service sector,” notes Dr. Edy Wong, Alberta School of Business - International Office, U of A. “The equipment and inputs the sector requires are usually transported by trucks from ports to points of use. Trucking is the main way of transport for oil services. It allows for speed and the movement of smaller loads that rail cannot efficiently serve.”

“Rail is important for exports of agricultural products and air allows us to connect with the Asian market,” he adds. “The location of the Edmonton region allows us to connect Prince Rupert to the hinterland. That explains the advantageous position of Edmonton as more transport routes, in addition to the port of Vancouver, are needed to increase the flows of goods from Asia.”

He notes that air has become an important way to move and import products over a longer distance with speed and that Edmonton’s location also makes it the shortest distance for

“TRUCKING IS THE MAIN WAY OF TRANSPORT FOR OIL SERVICES. IT ALLOWS FOR SPEED AND THE MOVEMENT OF SMALLER LOADS THAT RAIL CANNOT EFFICIENTLY SERVE,” NOTES WONG.

air traffic to Asia and allows for transshipment services to the Asian market.

“Air is a key component of Edmonton’s logistics hub because it is utilized for both industrial and consumer goods. E-commerce has also created a higher demand for air transport services,” he says. “In fact, air traffic allows us to be efficiently connected to e-commerce networks such as Amazon. It is a requirement for the growth of e-commerce in the Edmonton region, although it may be more of a consumer-oriented service than an industrial one.”

Wong is blunt about the pros and cons of relevant factors about logistics modalities.

“The disadvantage of air is clearly its cost. It is the most expensive transport option among the three, but when time, speed and distance are considerations, air is the method of choice.”

While rail is a significant component of Edmonton’s logistics advantage, the unavoidable and practical fact is that rail is cheap but slow. He explains that Alberta has a shortage of rail services during certain times of the year, moving agricultural products to port, and the practical fact of rail also requires connections to other transportation modes due to its fixed positions.

ABOVE: DR. EDY WONG, ASSOCIATE DEAN INTERNATIONAL AT THE ALBERTA SCHOOL OF BUSINESS.

Matt Faure, CEO of Trimac Transportation, the Albertabased trucking company with more than 100 branches throughout North America and operating more than 2,500 tractors and 4,000 trailers, highlights the tremendous changes in the logistics sector in the past five years or so, particularly Edmonton’s emergence as a logistics hub.

“Being central to most service industries, we tend to be reflections of the markets around us. Not surprisingly, the needs of our customers are evolving along with the environments they operate in. Freight visibility is becoming tablestakes to do business nowadays, which has forced a more technology-forward approach for carriers.”

He emphasizes that logistics efficiency can mean many things, “but from the carrier lens, because trucking is such a capital-intensive business and the assets have long life spans, it is about maximizing the utilization of assets.”

Faure highlights the Edmonton advantage and its growing rank as a logistics hub.

“Edmonton is home to many large operational centers for logistics companies, especially relevant in bulk trucking. It

MATT

IS UPBEAT AND POINTS OUT THAT THE POSITIVE DIFFERENCES ABOUT OPERATING IN CANADA VERSUS OTHER COUNTRIES IS THE STABILITY OF CANADA’S SUPPLY CHAIN. A DYNAMIC EXAMPLE IS PARKLAND COUNTY, WEST OF EDMONTON. IT CONTINUES TO EARN A GLOBAL AND INDUSTRY REPUTATION FOR BEING A LOGISTICS HUB.

provides access and proximity to many different forms of industrial production, which require freight movement, both inbound and outbound, from some of the large facilities in the surrounding area. It also offers the infrastructure in terms of potential employees, maintenance facilities, OEM solutions and more to support some of the more remote operations that surround the greater Edmonton area.”

As with most aspects of business combined with key aspects of logistics, he acknowledges transformations in the trucking sector.

“Trucking has increasingly become a story of survival, where inflationary costs are seemingly disproportionately challenging the industry. Technological disruption and increasing environmental demands all come at a cost,” he says.

Yet, Matt is upbeat and points out that the positive differences about operating in Canada versus other countries is the stability of Canada’s supply chain.

A dynamic example is Parkland County, west of Edmonton. It continues to earn a global and industry reputation for being a logistics hub.

ABOVE: MATT FAURE, CEO OF TRIMAC TRANSPORTATION.

• Cars

• 3/4 ton vans

• 3/4 tons with pipe racks

• 1 ton flat decks

• 1 ton cube vans

• Power tailgates

• 1 tons with 40’ Gooseneck trailers

• 5 tons, flat decks & enclosed

• 53’ tridem highboys & step decks

• 53’ tridem vans & curtainsides

“Our logistics advantages, combined with our supportive and business-friendly, low-tax environment, make Parkland County a desirable industrial area to set up business in,” says Mayor Allan Gamble. “Parkland benefits from being located at the nexus of the CANAMEX trade corridor and the TransCanada Highway. CN’s mainline runs directly through the County, positioning our many intermodal access points as links to the entire region. This includes access to the flourishing Port of Prince Rupert, which has taken off due to constraints at the Port of Vancouver.”

The mayor adds that Parkland’s logistics sector is diversifying, thriving and growing. According to business trends and stats, the Acheson Industrial Area is Parkland’s beating heart and home to over 400 businesses, with most playing a direct role in the logistics sector.

“Parkland’s logistics boom was a response to the entrepreneurial spirit of our forward-thinking development and business community,” he explains. “Businesses

GAMBLE ADDS

THAT

PARKLAND’S

LOGISTICS

SECTOR

IS DIVERSIFYING, THRIVING AND GROWING. ACCORDING TO BUSINESS TRENDS AND STATS, THE ACHESON INDUSTRIAL AREA IS PARKLAND’S BEATING HEART AND HOME TO OVER 400 BUSINESSES, WITH MOST PLAYING A DIRECT ROLE IN THE LOGISTICS SECTOR.

were seeking the perfect balance of proximity to key transportation corridors and the greater Edmonton region, combined with cost-effective land to build and operate on. The boom continues with long-term businesses such as Myshak Crane and Rentals, Gregg Distributors and Standard General, to newer market entrants like our world-class Amazon, Save-On-Foods, Fountain Tire and Home Depot distribution centres. Thousands of residents are employed in this sector, delivering the goods we need to support our economy,” Gamble notes.

Wong is confident that Edmonton will continue to grow as a vital logistics hub.

“Trucking will be important for local industries and the importation of consumer goods. Rail will be important for agriculture exports but also for supporting the growth of the Edmonton region. Our exports to, and relations with, Asian markets will be a big factor in determining the growth of the air cargo market,” he concludes.

ABOVE: PARKLAND COUNTY MAYOR ALLAN GAMBLE.

Imagine a cold, cruel wind blowing around these determined figures. They are on a journey, each grappling with their own struggles, but together they find strength. A family on a beast of dreams walking into whatever future awaits.

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EDMONTON’S LRT BOOST

BY JOHN HARDY

With a few lingering speedbumps in the plan, sideline LRT boosters and critics seem to agree – the momentum about Edmonton’s LRT is positive.

“The Valley Line West LRT is a transformational public transit project that is changing how we move and grow into a city of two million people in the coming decades,” says Bruce Ferguson, branch manager for LRT Expansion and Renewal with the City of Edmonton. “LRT is the backbone of our mass transit network, and Valley Line West is giving Edmontonians even more options for how they choose to travel throughout our city.

“When the first phase of the Valley Line LRT opened in November 2023 with service from Mill Woods to downtown, we saw people who were not previously using transit take the LRT to commute or explore the many services and amenities along the alignment. Once complete, Valley Line West will further strengthen mass transit in our city and provide greater access for Edmontonians.”

ABOVE: THE MASSIVE 100-METRE-LONG GANTRY CRANE HOISTS THE INDIVIDUAL CONCRETE SEGMENTS FOR THE TWO-KILOMETRE ELEVATED GUIDEWAY NEAR WEST EDMONTON

“THE VALLEY LINE WEST LRT IS A TRANSFORMATIONAL PUBLIC TRANSIT PROJECT THAT IS CHANGING HOW WE MOVE AND GROW INTO A CITY OF TWO MILLION PEOPLE IN THE COMING DECADES,” SAYS FERGUSON.

The contentions days of Edmonton LRT wrangling are in the distant rearview mirror and the consensus is that Edmonton’s LRT was necessary.

According to Doug Griffiths, CEO and president of the Edmonton Chamber of Commerce, “Good, reliable and connected transit helps create a thriving business environment. Investments in public transit sees increased economic investments along transit routes, which not only create jobs but attracts investment in the areas. A reliable transit network helps bolster Edmonton’s urban infrastructure, promising a connected future for the city and its residents.”

EDMONTON’S LRT BOOST // CONSTRUCTION

MALL AND MISERICORDIA HOSPITAL.

RIGHT: BRUCE FERGUSON, BRANCH MANAGER, LRT EXPANSION AND RENEWAL FOR THE CITY OF EDMONTON.

Puneeta McBryan, executive director, Downtown Business Association of Edmonton, knows the pulse of the Edmonton community. She is balanced, fair and realistic in underscoring the boost which the LRT is proving to be.

“While the delays in completing and opening the Valley Line Southeast were incredibly frustrating, having it up and running has been so exciting. We are optimistic that Valley Line West will be a more efficient construction process but there’s no doubt that it’s going to be a very painful few years for our businesses and residents affected by construction along the line.”

She points out some key advantages of Edmonton’s LRT.

“It is a highly efficient mode of transportation and is desirable for a lot of people who prefer not to drive every day, especially young people and newcomers and for those who can’t afford to have their own vehicle. The LRT helps prevent congestion on our roads, is better for the environment and helps move our economy forward as we work to attract more and more young talent from across Canada and the world.”

She continues, “Marigold Infrastructure Partners (MIP) is in its third year of major construction on the Valley Line West with significant construction continuing along the full 14-kilometre alignment. “

Last year, crews made steady progress including:

• Demolition of the Stony Plain Road Bridge over Groat Road and starting construction on a wider bridge to accommodate vehicles, LRT, pedestrians and cyclists.

• Continued construction for the new LRT bridge over Anthony Henday Drive at 87 Avenue including the installation of over 250 steel piles (girders were installed in January 2024).

• Continued construction of the two-kilometre elevated guideway near West Edmonton Mall and Misericordia Hospital, using a massive 100 metre long gantry crane to hoist the individual concrete segments into place.

ABOVE:

During 2024, continuing construction is taking place along the majority of the 14-kilometre route, including:

• Continued work on the elevated guideway along 87 Avenue.

• Work on 107 Street.

• Completion and reopening of the new Stony Plain Road Bridge in fall 2024.

• Major work at the intersections where the LRT will elbow, at 156 Street and Stony Plain Road and 87 Avenue and Meadowlark Road.

• Substantially completing the Anthony Henday Drive LRT bridge.

• Major work on the West Edmonton Mall and Misericordia Stations.

Griffiths reinforces the Chamber’s position that Edmonton’s LRT is good for the city, the community, business, Edmonton’s economy and vibrancy and most of all, good for Edmontonians.

“A better-connected city creates a more connected businessto-consumer market,” he says. “By focusing on people-centric policies – such as enhanced public transit – the city becomes more inviting and accessible.

“Although the Chamber has no specific data, we know that decreasing downtown congestion will encourage more people to visit our downtown core. When we see increased foot traffic to our downtown business district, we see a revitalized core.”

The LRT impact, particularly on the downtown cores, is well documented.

“We’re already seeing many more people in the southeast of Edmonton getting jobs downtown or commuting downtown more frequently now that they can easily take the train, where they otherwise wouldn’t have,” McBryan says with enthusiasm. “It helps get more people back into the office, going out for lunches and coffees and it also helps our restaurants, cafes and other hospitality sector businesses access a new labour pool.”

There have been 225,000-286,000 rides per month just on the Valley Line Southeast since the line opened in November and the data suggests that majority of those riders are using it to get to and from downtown.

Griffiths adds that more people living and using transit to get downtown adds to a feeling of vitality where residents can live, work and shop in the same area. It also promotes sustainable urban living by reducing commute times and encouraging the use of public transit.

“Increasing residential capacity downtown not only helps reduce retail vacancies but also contributes to urban revitalization.”

The situation is by no means 100 per cent rosy.

The Chamber notes that the construction noise and commotion disruptions in traffic have been frustrating for residents and businesses in the adjacent neighbourhoods. Griffiths adds that the temporary disruption will lead to an economically prosperous area in the future and cites some comparison stats and studies about the impact of major transit construction in other cities.

“Transit-oriented development has historically seen increases in property values, attracts investment from businesses to be near those transit centres, all while providing convenient and connected living options for the adjacent communities.”

McBryan is both optimistic and cautiously realistic about the LRT impact on the affected Edmonton neighborhoods.

“We will definitely continue seeing heavy residential and commercial development along the line, as easy transportation is a big selling point to attract new residents and businesses. It’s also worth noting that the City still has a lot of work to do with ensuring that the LRT is a safe and welcoming place for all riders. They must more strictly and consistently enforce the prohibition of things like open illicit drug use and other disruptive and harmful behaviour that limits the potential of the investments Edmonton is making in LRT.”

IT ALL STARTS WITH A BRIGHT IDEA

BY JOHN HARDY

Serendipity is nice. It’s exciting, thrilling, almost romantic. It is also fluke and luck and it usually happens by accident. However, experience and the track record of success cautions that serendipity has nothing to do with business; especially the tech business of startups.

In Edmonton, and throughout North America, business leaders, consultants and innovative startup incubators underscore the complex strategy and process it takes to successfully launch a startup. Yes, according to the cliché, it starts with a bright idea. Like intricate pieces of a big puzzle, there are critical steps, components and requirements for focusing and building on a bright idea and shaping it into a viable business.

In the currently-hotter-than-hot business technology age, it is a familiar caution, a well-worn cliché and a documented fact that about 90 per cent of startups fail. Stats also show that less than 50 per cent of startups will make it past their fifth year of business.

From government agencies like Alberta Innovates, to the expertise and experience of Edmonton mentoring like Startup TNT and Edmonton Unlimited to NAIT’s focused and dynamic Mawji Centre, the professionals are unanimous: There must be a plan!

• long-term vision and startup goals

• startup strategy for achieving startup goals

• recruiting employees to help achieve startup goals

• defining startup costs, securing funding and generating revenue

• estimating startup timeframes

• creating a startup marketing plan

• establishing key performance indicators (KPIs) to track star tup progress

Stats show that some 42 per cent of startups failed because there was no viable market need for their product or service. It is why one of the most essential aspects of a plan is diligent market research, to practically (not wishfulthinkingly) assess the marketplace and determine the feasibility of the entrepreneurial bright idea.

The post mortems also suggest that, in most cases, failure was evident long before the startup launched. Although analysis highlighted key strengths and weaknesses of the idea, human nature and enthusiasm caused entrepreneurs to overlook the hard facts.

Startup coaches, mentors and advisors constantly inspire but temper the entrepreneurial enthusiasm about business technology with tough love caution. As exhilarating the potential of a bright idea may be, ultimately the challenge is to transform it into a viable and scalable business.

After all, Walmart was once a small business with a single store. So was McDonald’s. And Facebook and Amazon were once ambitious startups. But they had a plan!

A strategic business plan is a must have. It outlines an effective company structure, the goals, the mission, the values and the business’ objectives.

In Edmonton, NAIT’s Mawji Centre is the resourceful and well-connected on-campus community dedicated to

“LEARNING HOW TO BUILD A STARTUP IS INCREDIBLY FREEING,” SAYS SCHAUB. “YES, IT CAN GET DIFFICULT BUT IT NO LONGER BECOMES IMPOSSIBLE OR OUT OF REACH. ENTREPRENEURS LEARN THAT THERE ARE PROCESSES THAT CAN BE USED TO BUILD ONE.”

inspiring and helping Edmonton’s entrepreneurial mindset with invaluable business savvy, mentorship, guest speakers, competitions, workshops, networking and programming.

“Learning how to build a startup is incredibly freeing,” says Dale Schaub, lead entrepreneurship consult at NAIT’s Mawji Centre for New Venture & Student Entrepreneurship.

“Yes, it can get difficult but it no longer becomes impossible or out of reach. Entrepreneurs learn that there are processes that can be used to build one. In the beginning, it’s important to really understand the problem that people are suffering through. It’s easy to fall in love with a solution or technology that you think will work but it’s far more important to create something that caters to solving the problem. If your solution isn’t a good fit, your customers won’t buy because it’s not what they are looking for.”

ABOVE: DALE SCHAUB, LEAD ENTREPRENEURSHIP CONSULT AT NAIT’S MAWJI CENTRE FOR NEW VENTURE & STUDENT ENTREPRENEURSHIP.

A

COMMON CHALLENGING ASPECT OF A STARTUP’S PLAN IS FUNDING.

THE AGE-OLD

DILEMMA THAT

IT TAKES

MONEY TO MAKE MONEY.

IT

INVOLVES

IT IS WHY MANY EDMONTON

STARTUPS TURN TO OTHER SOURCES FOR FUNDING, INCLUDING FAMILY, FRIENDS AND NETWORKING WITH THE HELP OF INCUBATORS AND VENTURE CAPITALISTS.

Schaub is an experienced business professional and, while he is inspiring up-and-coming entrepreneurs, he is wise, realistic and doesn’t mince words.

“From a speedbump perspective, there are frustrations. Students who have the guts to pursue a startup sometimes struggle with understanding the journey. They have trouble finding an idea that solves a significant enough problem that people would be willing to pay for it, and they also have to deal with the time management challenges of going to school full-time while also finding the time to keep working on their business. Not everyone makes it, a lot fail and some burn out. It’s not a path for everyone.”

A common challenging aspect of a startup’s plan is funding. It involves the age-old dilemma that it takes money to make money. It is why many Edmonton startups turn to other sources for funding, including family, friends and networking with the help of incubators and venture capitalists.

“There are entire professions dedicated to funding businesses and it is that complexity that makes funding so tricky for all entrepreneurs,” Schaub says.

“It is inevitable that if you have a strong knowledge of the space, you have a lot more options. If you don’t, it can be frustrating and hopeless. It is true for entrepreneurs already in the market and especially true for students who have even fewer options than other founders, because they tend not to have savings and good credit yet. They also have no track record of business success and that makes lenders and investors less likely to be interested in taking a risk on them.”

One of Mawji Centre’s focuses is to provide NAIT students with options and support to achieve funding.

“We offer internal grants and competitions, both internally and connecting young entrepreneurs to external competitions,” adds John Sutherland, manager of the Mawji Centre for New Venture & Student Entrepreneurship. “Our internal opportunities include NAIT Innovation Week, the Pitch it to Me! student competition and the Business Innovation Showcase. We also send students to outside competitions across the country. Some have been successful, while others have to bootstrap through pre-sales, investments from friends and family or bringing on a co-founder who can help build things they couldn’t. The Business Innovation Showcase brings the ecosystem to NAIT. Student-led businesses and business ideas are on display and students have an opportunity to gain valuable feedback and connect with potential investors,” he adds.

Edmonton’s exciting entrepreneurial spirit and support is helping to make Edmonton a startup hub. Schaub mentions the Mawji Centre mentor list has over 50 people interested in helping out, “with some top business leaders in Edmonton on the list, ensuring NAIT students are getting advice from the very best sources.”

“It is just one reason that Edmonton is such a great market to grow a business. There’s lots of support for aspiring entrepreneurs and the size of the tech scene seems to double every year,” he concludes.

EDMONTON’S RENTAL CRUNCH

THE BIGGEST SPIKE IN

BY JOHN HARDY

CANADA

Aperfect storm of Edmonton stats, trends and situations continues to cause an Edmonton rentals crunch. It also gives Edmonton a dubious distinction of being #1 in Canada!

According to reliable sources like CMHC, Rentals.ca, developers and others, Edmonton’s rental crunch is consistent with the national situation, but worse. Although most of Canada is dealing with the lowest rental vacancy rates since the 1980s, Edmonton’s rental situation, compounded by sharp rent increases, is subtle but surprising.

While Edmonton remains one of the most affordable for rental costs among Canadian cities, it also claims the rank of having the lowest vacancy rate and the highest rent increase spike in the country.

DUGAN NOTES THAT LOWER INTEREST RATES WILL ALSO BENEFIT HOMEBUYERS, AS REAL INCOME AND CONFIDENCE LEVELS IMPROVE.

Yes! Worse than Calgary, Vancouver or Toronto!

Recent stats show that Edmonton rent increases surpassed Calgary with a jump of 17.1 per cent compared to last year. It spiked the average Edmonton rent up to $1,479. Specifics show the average rent for an Edmonton, onebedroom is $1,330, and the average rent for an Edmonton two-bedroom is $1,637.

The rate hikes are just of Edmonton’s double whammy because Edmonton vacancy rates are also at a worrisome, alltime low. A recent report from CMHC tracks that in 2023, Edmonton’s vacancy rate fell to 2.4 per cent, down from 4.3 per cent in 2022.

Of course, the analysis and fine details get complex and complicated, but most experts agree that much of the blame for Edmonton’s rental crunch is due to Edmonton’s population growth from migration and immigration. Edmonton demand heavily outpaces rental supply and there are other factors like uncertainty about the economy, high interest rates and cautious developers who are reluctant about the business timing of purpose-built rental projects. CMHC’s most recent Housing Market Outlook (HMO) underscored what Canadians have been experiencing for

the past several years. There simply is not enough affordable housing in most areas of the country, particularly in Edmonton. The HMO also forecasts that Canada’s rental market – and the Edmonton rental crunch – may continue well into 2025 and 2026.

“Purpose-built rental starts, fueled by unprecedented demand and government support, hit record levels in 2023, sustaining overall housing starts in Canada near historically high levels,” explains Bob Dugan, CMHC’s chief economist. “However, unfavorable financing conditions are expected to make it more difficult for home builders to start new rental projects in 2024. We anticipate that by 2025 or early 2026, lower interest rates, continued government support and policies encouraging greater density in urban centres should make more projects viable.”

He notes that lower interest rates will also benefit homebuyers, as real income and confidence levels improve. Consequently, more homes are expected to be built in 20252026 and adds that, despite an increase in rental housing coming onto the market last year, supply is not forecast to keep up with demand, resulting in higher rents and lower vacancy rates throughout at least 2024.

CMHC’s Housing Market Outlook also emphasizes population growth as a key factor putting pressure on rental markets. The stats and trends are unanimous. Edmonton’s population boom is a direct result of immigration and, particularly, significant interprovincial migration.

Recent stats show that in 2023, Alberta’s population grew by 184,400 (more than four per cent), much of which came from international immigration with the Philippines, India and Nigeria ranking as the top three countries of origin. The lifting of travel restrictions due to COVID-19 has meant more immigrants and non-permanent residents arriving in Canada and an increasing share arriving in Alberta. Also, the federal government has been continually boosting its immigration targets.

Undisputedly, interprovincial migration is a key driver of Alberta’s (and particularly Edmonton’s) population growth. Newcomers, primarily from B.C. and Ontario, accounted for

ABOVE: BOB DUGAN, CHIEF ECONOMIST FOR CMHC.

a net gain of 56,245 people, the highest annual net increase for any province or territory since data tracking began in the early 1970s.

While population growth is a dynamic positive for Edmonton’s growth and development, the actual numbers show that not only does the growing population increase demand, it spikes the cost of Edmonton rentals.

For Ash Mahmoud, president of Cairo Development and specialist in multi-family development, it is a positive and despite the momentary speedbumps, it is a long-term good for Edmonton’s future.

“Edmonton’s natural resources, oil and gas jobs and other factors have created a great buffer of stability for at least the last two years, especially after COVID. It has encouraged a huge inter-provincial immigration for the jobs, for affordability and the lifestyle, which is good. But it is also driving up demand for Edmonton rentals and the region simply doesn’t have enough.

“Even international immigration has diverted its natural settlement from Toronto’s GTA and Vancouver and shifted it to Alberta. After all, Edmonton has such a growing economy, it offers more job opportunities per capita than any other city and that continues to attract many people to move to Edmonton, not only from other provinces but from other Alberta cities.”

Adebola Omosola is a CMHC economist specializing in housing economics. She notes that, “Canada is facing the lowest national rental vacancy rate in 40 years. It gets complicated, of course, but supply has not been able to keep up with demand.”

She echoes the stats that key causes are sudden and high population growth and the affordability of homes. It is why rental prices have surged, especially in Edmonton.

“EDMONTON’S NATURAL RESOURCES, OIL AND GAS JOBS AND OTHER FACTORS HAVE CREATED A GREAT BUFFER OF STABILITY FOR AT LEAST THE LAST TWO YEARS, ESPECIALLY AFTER COVID,” SAYS MAHMOUD.

“The growing population drives the demand for rentals. Rental vacancy rates follow and will probably continue to be tight for the rest of the year, or longer,” she adds.

“It will take time for new rental housing to come on to the market. Interest rates will likely start declining in the second half of 2024, which means home ownership will start bouncing back, gradually creating rental vacancies.”

When it comes to Edmonton’s purpose-built and multifamily housing, Mahmoud is confident the momentum is about to kick in.

“It will take a huge supply of rental apartments year over year for the next five years to keep the economy in a positive direction, create jobs and stabilize Edmonton’s cost of living increase; but it will happen!” he says with positivity. “It will increase the resources of construction teams and reduce interest rates, so more developers are encouraged to build more rental units.”

ABOVE: ASH MAHMOUD, PRESIDENT, CAIRO DEVELOPMENT.

PHOTO SOURCE: YYC-HEADSHOTS.COM

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2024 Board of Directors

Board Executive

Doug Griffiths

President and CEO

Chair: Aziz Bootwala

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

Vice-Chair: Annemarie Petrov

President and CEO, Francis Winspear Centre for Music

Secretary-Treasurer: Jason Pincock CEO, DynaLIFE Medical Labs

Past Chair: Haydar Al Dahhan, Design Works Engineering

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.

Amir Shami

President and CEO, Rotaflow

Randy Allaire

Chief Risk Officer, Servus Credit Union

Edmonton Chamber Executive

Heather Thomson, Vice President, Strategy, Research and Engagement

Drew Sveinson, VP, Finance & Operations

Laura Kinghorn, Executive Director, Business Development

Akanksha Bhatnagar, Director, Communications and Marketing

Amin Samji, Director, Member Services

Christopher Martin Director, Policy and Government Relations

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

We Need More Housing – and the Faster the Better

Doug Griffiths, President & CEO

t the risk of oversimplifying something as important, complicated and controversial as housing, let me begin with a three-word assessment:

House prices – and rents – are hitting record levels. Younger people are being priced out of the market as are older people on fixed incomes. There are few things in life as significant as being able to afford a decent home, whether buying or renting.

Where you live in a city, in terms of the location and the quality/cost of your home, can affect almost everything about your life including where you work, where and how you spend your free time, how many children you have, and even who your friends are.

On a larger scale, these help determine where people shop, where they do business, where their children go to school and where they relax. And let’s not forget about their effect on municipal taxes.

Predictably, because this problem is as much about politics as economics, various levels of government are blaming each other for the predicament.

We saw that in stark relief on Feb. 21 when Prime Minister Justin Trudeau came to Edmonton to announce a $175-million agreement with the City of Edmonton to fast-track the construction of more than 5,200 housing units over three years as part of the federal Housing Accelerator Fund.

The Alberta government complained the federal government wasn’t doing enough to solve the problem while the prime minister suggested the province should do more. Government assistance is indeed a key factor but we need governments to work together to solve the problem, not engage in finger pointing.

I’m not here to delve into the politics or speculate on how much money it would take to solve the problem. I just want to emphasize the importance of building more housing. Simply put, if you build more housing, prices will drop – and the problem will ease, if not disappear.

But I’m not here to delve into the politics or how much money it might take to solve the problem. I just want to emphasize the importance of building more housing. Simply put, if you build more housing, prices will drop.

It’s basic supply-and-demand economics that sounds self-evident – but sometimes it’s not so straightforward. There is something called “supply skepticism” that argues building new non-subsidized housing makes things worse because it leads to “gentrification” of older neighbourhoods that in turn means more expensive homes and higher rents.

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

Arguments against the construction of more housing can get complicated, to say the least. According to a 2022 report from University of California researchers, the issue becomes “somewhat paradoxical” when opposition comes from “homeowners, who live in neighborhoods that are ‘higher quality’ on average, fearing that local home values will go down, and renters, who live in neighborhoods that are ‘lower quality’ on average, fearing that local rents will go up.”

However, when it comes to property values, an October, 2021 report from Civida (established in 1970 as the Edmonton Housing Authority and now the largest provider of affordable homes in the city) discovered that “wellmanaged, well-designed, and dispersed affordable housing generally has no negative impacts on property values.”

Tied into this is the NIMBY issue (Not In My Backyard) where people are in favour of building more housing elsewhere in the city but not in their neighbourhood. They might worry about more congestion on the roads or have misplaced fears about increased crime rates from affordable housing projects.

A July 2023 article by CBC News quotes Leslie Evans, executive director of the Federation of Calgary Communities, saying people “stuck” with NIMBY views should not be dismissed out of hand but educated instead: “Lots of that is they don’t necessarily understand what it is and how to build great communities. To build great communities, we need diversity of people and housing.”

I couldn’t agree more.

An October, 2023 article by Bloomberg News under the impossible to misunderstand headline, “No, Really. Building More Housing Can Combat Rising Rents,” reported that a “review of recent research into the link between new housing production and apartment affordability offers new evidence that the rules of supply and demand do apply to housing: Building more can slow rent growth in cities and free up more affordable vacant units in surrounding neighbourhoods, without causing significant displacement.”

This is not just about subsidized housing or building housing for lower-income people. Even building higher-end housing “can set off other moves from building to building that quickly free up units for lower-income renters.”

that explains its Zoning Bylaw “will support more activities and uses closer to where people live. Neighbourhoods will welcome different uses, such as places of worship and daycares; places where people work, such as an office or at home; and commercial uses such as cafes and health clinics, in addition to housing that meets the needs of residents.”

Take Windermere in southwest Edmonton, for example, where residents have access to big-box stores, restaurants, as well as an array of services and entertainment including a movie theatre.

We are fortunate in Edmonton to have, according to the Canadian Homebuilders Association, the best rules of any major city in the country for building new homes.

“Edmonton has the greatest number of identified features deemed as beneficial to encouraging housing supply,” said the CHA’s report on Municipal Benchmarking in 2022. “This includes the ability to appeal land use decisions, mandated timelines for appeal decisions to be rendered and others.”

Edmonton is on the right track with its zoning bylaws. And we certainly need as much government funding as possible. But just as importantly, we need all levels of governments to work together to help get us out of this mess.

More diverse housing helps attract workers, stimulates the economy and generates more municipal tax revenue. It is, of course, also good for business. Even though the debate over housing often focuses on the downtown core, this is true for housing in all areas of the city.

I’m a firm believer in the value of 15-minute cities.

The City of Edmonton has published a brochure entitled “Fostering 15-Minute Communities”

THE FOUNDATION OF SUCCESS

Written by Nerissa McNaughton

Published by Mark McDonald

Midwest Caissons is Alberta’s piling contractor solution, with over 150 years of combined experience

In 2001, Albert and Rose Smith founded Midwest Caissons as a company where employees could grow in their own unique ways. With a commitment to fostering personal and professional development, they aimed to establish a collaborative environment where individuals could thrive. Albert and Rose envisioned Midwest Caissons as a respected player in the construction industry, known for its dedication to its workforce and delivering exceptional service to clients. Today the company has exceeded the founders’ goals, providing an outstanding employee culture for its team while constructing solid foundations through custom piling solutions across Western and Northern Canada.

“After opening in 2001 with just one rig and four employees, Midwest Caissons quickly grew,” says Neil Sutherland, president. “By 2007, the company had expanded enough to warrant the construction of a new facility in Acheson. The years that followed led to further growth and the fleet expanded to 10 rigs by 2008. In 2014, the founders sold the business to me and Todd Smith.”

Today, Sutherland and Todd Smith, vice president, oversee eight drilling rigs, specialty load test equipment and 30 dedicated professionals.

Smith is happy to note that despite the growth, the original people-first value has never changed.

“Midwest Caissons views its employees, clients and partners as an extended family,” he confirms. “Each member of the team is valued and respected. Similarly, clients and partners are regarded as integral parts of the Midwest Caissons family, with relationships built on trust, collaboration and mutual success.”

“Our unique approach prioritizes the well-being of our team, emphasizing safety and worklife balance while our ability to react quickly to changing circumstances gives us a competitive edge. By being proactive, we address issues swiftly and ensure project timelines are met without compromising on quality or safety. This focus sets us apart from the competition.”

Cody Gravel, human resource manager and lead estimator, shares an important view, “Currently, our greatest challenge is striking a balance between staying competitive in the market and

is essential to maintaining our reputation for excellence, and we are committed to meeting this challenge head-on.”

Despite the challenges, Midwest Caissons has many milestone projects under its belt, including helping to rebuild Fort McMurray after The Beast fire. The work in rebuilding vital infrastructure went beyond construction. The involvement demonstrated a remarkable unity and determination, proving that even in the face

of adversity, collective efforts can pave the way for recovery and renewal.

Another notable project was the Jagare Ridge townhome development that was completed over this past summer. Nearly 1,400 piles were installed for 21 buildings (168 townhome units) using one crew in just over three months.

“Amidst the urgent demand for housing in the Edmonton area, we took great pride in contributing to the acceleration of the project’s installation timeline by providing a custom inhouse engineered solution for our clients needs. Our field team displayed exceptional dedication, averaging 20 piles per day and continually pushing themselves to surpass previous installation records. At the peak of efficiency, they achieved an impressive 43 piles in a single day with just one crew,” shares Sutherland.

The recently completed Castle Downs High School project was a job that came in last minute and required a static load test. Within two weeks of being notified of the project, Midwest Caissons had pricing for the client, a successful static load test completed and provided stamped shop drawings (397 piles) so that the piling could commence quickly.

“When we speak of being agile and being able to react quickly, this was a great example of just that. We have a team that can react quickly to situations such as this and with in-house engineering, it makes it that much easier to design and get documentation in place quickly,” says Gravel, referencing the Castle Downs High School project. “Within the last 10 years, Midwest has installed piles for over 45 schools and we were happy to be involved in another successful project like this one.”

“Quality foundation work is the base of every successful construction project. Trust in our expertise and dedication to delivering reliable, custom and long-lasting solutions for your projects,” adds Sutherland. “When you choose Midwest Caissons, you’re not just hiring a contractor, you’re partnering with a team dedicated to delivering results. Trust is at the core of everything we do, and we’re committed to earning and maintaining your trust throughout the entire process.

“From project planning to execution, you can rely on us to handle every aspect with precision, professionalism, and integrity. Your satisfaction and the successful completion of your project are our top priorities and we won’t rest until we’ve exceeded your expectations. So, when it comes to foundation solutions, trust us to get the job completed – on time, on budget and to the highest standards of quality.”

“The most rewarding aspect of Midwest Caissons is undoubtedly the positive reputation we have built with our clients, suppliers and partners,” notes Smith. “Knowing that our commitment to excellence and integrity is recognized and appreciated in the industry brings a profound sense of fulfillment.

incredibly gratifying.”

Midwest Caissons on 10 incredible years in business!

Thank you for continuing to be a valued industry partner. 780-481-5181 www.petrocom.ca

“One surprising thing the ordinary person may not know about Midwest Caissons is our ability to ‘float like a butterfly and sting like a bee,’ he continues “So, what does that mean? Despite our size, we consistently punch above our weight class in the industry. Our agility, innovation and determination enable us to take on projects with remarkable precision and effectiveness, exceeding expectations and leaving a lasting impression on clients and competitors alike.”

Laying down successful foundations includes building up communities from a social standpoint. Midwest Caissons also considers this to be a

“We prioritize contributing to the Stollery Hospital Foundation and we extend our support to various customer endeavors, including initiatives focused on multiple sclerosis and heart health. We also engage in private, anonymous donations to further assist in making a positive impact on the community and those in need,” says Sutherland. “Knowing that we have contributed to these causes means a lot to us, as it reinforces our belief in being more than just a business and being part

In addition to celebrating 23 years of serving communities, Midwest Caissons is also celebrating a recent award won by employee Justice Affeldt.

Gravel explains, “Recently, she received acknowledgment for her exemplary efforts on site, earning the esteemed safety champion belt from one of our clients. Her dedication to safety and

• In-House Engineering and Testing

• Cast in Place Concrete Piles

• Friction Piles

• Belled Piles

• Static Load Testing

• Shoring Walls

• Sound Walls

• Restricted Access Piles

• Low Head Room Piles

• Rotary Bored Piles

• Large Diameter Piles

• Caissons

• Screw Piles

• Preliminary Test Piles

• Retaining Walls

• Pre Drilling

FLEET CAPABILITIES

• Pile Shaft Diameters from 200mm (12”) to 3650mm (144”)

• Belled Piles in all sizes to a maximum of 3 x Shaft Diameters

• Drill Depths in Excess of 34m

• Screw Piles

• Static Load Tests up to 5000Kn

• In-House Design Capabilities

• Soil Enhancement Testing

• Restricted Access & Skid Steer Drilling

her outstanding performance were showcased not only through this award but also in her feature on our client’s safety poster. This recognition not only underscores Affeldt’s commitment to safety but also reflects positively on Midwest Caissons as a company that prioritizes the well-being of its employees. We are honoured to have a team member like Affeldt who embodies our values and contributes to the success of our projects.”

The ownership and management team also express heartfelt thanks to all the people that have helped the company thrive.

“While it’s challenging to pinpoint one specific person or entity, we recognize the collective efforts of our entire team here at Midwest Caissons, whose dedication, hard work and versatility have propelled us forward,” says Smith. “As a small family-run business, each member of our team plays a crucial role, often wearing multiple hats to ensure the efficiency and success of our operations.

“We further extend our appreciation to our clients for their trust and confidence in our services. Without their ongoing support and partnership, our growth would not be possible. Together with our team and clients, we look forward to continued success and opportunities for growth in the future.”

What’s next for Midwest Caissons? Sutherland is happy to share, “We are focused on maintaining our current size and staying true to our core strengths and values. We prioritize excellence in foundation piling, reinforced by our expertise in pile load testing and design-build engineering. Our commitment lies in honing our craft, ensuring that we remain leaders in our field while delivering exceptional service to our clients. Embracing innovation and sustainable practices, we are dedicated to continuously improving our processes and capabilities. By staying in our lane and excelling in what we do, we are poised to drive sustained success for our

future.”

by

Published by Brent Trimming

Photo

Rebecca Lippiatt.

The RMS Group is a fully integrated real estate development, construction and property management company. Founded in 1994 by President and CEO, Curtis Way, RMS has played an integral role in the development and construction of over 3.5 million square feet of commercial, industrial and multi-family apartments in western Canada. Its property management brokerage, Royal Management Services Inc., manages approximately $500 million in commercial and multi-family assets in western Canada, both for the RMS Group and third-party clients.

Curtis Way launched Royal Management Services as a real estate development company in 1994. In the early 2000s, due to the booming oil and gas economy, Curtis began developing industrial land in northern Alberta and British Columbia. This eventually became the catalyst that effectuated the construction division of RMS, as it became clear to Curtis that it was more cost effective to establish his own construction company, due to the lack of contractors.

As Curtis’ passion in real estate development grew in the late 1990s, RMS Group’s industrial and commercial projects expanded across western Canada. The opportunity came for Curtis to develop a large section of land out of a receivership, where he built the first of many multifamily apartment projects. As RMS developed more multi-family and industrial projects, the construction division grew and completed millions of dollars of third-party work. As underground site service work became more relevant, the construction division acquired hundreds of pieces of equipment and the RMS equipment leasing division was created.

This year RMS celebrates its 30th anniversary and Curtis reflects on the winding road that brought him and his team to this point.

“RMS has far exceeded my expectations,” he begins. “I remember being a young teenager and meeting one of my father’s acquaintances who was a house builder. At 14, I thought, ‘That is what I want to do. I want to build houses.’ I had no idea that I would be building multi-million dollar apartments or have this value of property in our portfolio. We have far exceeded my wildest dreams and that is the direct result of my daughter, Laura, and the other partners and team members we have. To say we are a family-run business is accurate but that includes a lot of employees who have become like family and put their heart and soul into RMS alongside us.”

by

In addition to the milestone of its 30th anniversary this year, RMS is excited to announce the promotion of Laura Way-Olenek, from Executive Vice President to her new role as President of the RMS Group.

“Laura, from a young age – very shortly after college – ran hotels across western Canada as a General Manager,” says Curtis. “I asked her to come to RMS because we are a family business and I needed help. That was 18 years ago and she climbed the ranks on her own merit.”

“I joined my father partway through his career,” Laura explains. “I took a look at RMS’ portfolio and thought, ‘I have to manage this.’ The company had grown and I knew we had to invest more time and energy in actively managing our assets. My past hotel management experience came in useful and was very critical in ensuring that RMS’ asset portfolio remained consistent in its growth.”

As Laura advanced in her various roles within the organization, RMS continued to grow quickly in all divisions of the Group. Today, RMS’ residential portfolio alone equates to 1,500 apartments.

“Our growth was unique to watch,” continues Laura. “Seeing how we take a piece of land, finance it, service it, develop it, build on it and then roll it over to the property management division all under one group shows vertical integration at its best. This is what makes RMS so remarkable.”

Seeing Laura succeed in the world of construction, which is typically a male dominated industry, is a source of Curtis’ pride.

Curtis Way, President & CEO

Photo

Rebecca Lippiatt.

Being a woman in a male-dominated industry, Laura admits she does get asked, “How did you overcome this challenge?”

“At first it was very much leaning on my father’s guidance and direction in how to shape situations in order to get the outcome that benefits the company best. If someone was not acknowledging my changes to management and implementing as directed, I would ask my father, ‘How do I make them recognize that this change is beneficial?’ Ultimately it comes down to building effective communication and maintaining good working relationships.”

Adamant and passionate about women’s leadership in the industry, Laura joined Edmonton CREW (Commercial Real Estate Women) in 2015 and in 2022, she became the Edmonton CREW President.

Laura Way-Olenek, President

Photo by

Rebecca Lippiatt.

West 92 Apartments in Secord, Edmonton, AB

CREW was established with the aim of connecting women in commercial real estate with networking and business opportunities. In collaboration with CREW Network and CREW Network Foundation, they strive to bring more women into commercial real estate by educating women about career opportunities in the industry, supporting collegelevel education through scholarships, and offering mentorships to those new to the industry.

In RMS’s 30th year in business, Laura is poised to take on her biggest and most rewarding career challenge yet – presidency of the RMS Group of Companies.

As this role is passed to Laura, there is a realization that the company will undergo a transformation and continue its growth trajectory under a new generation of leadership.

“It was overwhelming, humbling and exciting all at once,” says Laura. “As I watched our team evolve and adapt management strategies, I realized that while our vision, mission and values remain constant, the building blocks of how we engage relationships will change. We must continuously pivot in response to societal, political and economic shifts, like weaving a masterpiece, ensuring the threads never break.

“Being part of a family-owned business, our structure is incredibly flat. Over time, I have stepped into almost every role or had a hand in shaping its protocols and policies. I’ve seen us grow

from good to great in construction and the real estate industry and the scale of our operations, now compared to then, is staggering. Yet in this growth and change, we remain rooted in our values and commitment to our people.”

Dan Demers, celebrated his 10 year anniversary with the company and recently accepted the position of Executive Vice President of the RMS Group. Demers describes some of the ways the organization gives back.

“The Salvation Army is our charity of choice. Over the years we have significantly contributed to their cause. We believe in what the Salvation Army does and hope, in some small way, that we are helping to make people’s lives better.”

Dan Demers, Executive Vice President

Tamarack Heights Apartments, Edmonton, AB

Photo by Rebecca Lippiatt.

He adds, “We are also proud to be the first in Canada to develop a public-private affordable apartment housing project. This sets the stage for a new era of public-private partnerships in affordable housing.”

The project is called Pine Creek Manor and is a joint venture with Civida (formerly known as Capital Regional Housing), a provider of affordable housing in the Edmonton area.

RMS and Civida co-own and built the apartment building that serves as a model for future developments. This unique project comprises 174 apartment units, 35 of which are subsidized by the government. What sets this venture apart is that all apartments, subsidized or otherwise, are identical, ensuring equity and dignity for all residents.

The partnership with Civida extends beyond construction. Pine Creek has created a support system for residents who are striving for better lives. Dan speaks to a good example of how, through Pine Creek Manor, this is actualized.

“Consider a single mother who wishes to return to school. Under our program, she would have access to school funding and subsidized rent, but what happens once she completes her schooling and her income improves? Unlike other programs where she might be forced to relocate, the Pine Creek Manor program allows her to stay in her unit. Her rent will gradually increase until it matches the market rental rate. This means she doesn’t need to be uprooted from her community and disrupt her routine. This stability is invaluable and can significantly contribute to her future successes.”

While similar programs exist in other parts of the world, Pine Creek was the first of its kind in Canada.

With a transition of leadership in place, 30 years of experience behind RMS and infinite possibilities ahead, what does Curtis see on the horizon?

“Over the next 5-10 years, the vision is growth in all aspects of the Group including the development of another $500 million in real estate projects and growing the property management portfolio to $1.5 billion in assets.”

Even though he has no plans to retire fully as Laura takes the reins, Curtis insists, to the good-natured chagrin of his daughter, that he’ll be dropping in to provide mentorship and see how things are going, in between his travels.

Tamarack Heights Apartments, Edmonton, AB

“Just because the old guy is going out the door, doesn’t mean the company is stopping,” he laughs.

He reflects on how the company started with an idea and is now a second-generation successful Group with notable brands under its umbrella. “Being recognized by Business in Edmonton’s Leaders Awards has always been a great memory for me. Additionally, a very rewarding recognition was in 2015 and 2016 when RMS Builders Inc., our construction company, was recognized as the

fastest growing construction company in Canada two years in a row by Profit 500 Magazine. It’s awards like this that really make you realize what great opportunities we have here in Canada.”

Curtis concludes, “The RMS team has been instrumental to our success. Our employees have always been our best strength and the dedication they have shown over the years is second to none. Currently, our senior management in all departments have stellar reputations and we are proud they are part of the RMS Group.”

As the next chapter unfolds, the RMS story continues to evolve.

West 92 Apartments in Secord, Edmonton, AB

Tamarack Heights Apartments, Edmonton, AB

POWERED BY PEOPLE

JATEC celebrates 40 years

Written by Nerissa McNaughton | Published by Mark McDonald

Photo by Rebecca Lippiatt

Back Row: Marco Almeida, Lindsay Jacobs and Tyler Checkley. Front Row: Alex Stenner, Barry Campbell and Jim Allen.

It’s 1984. Wolf Willow Crescent on Edmonton’s west side is a new development. It promises spacious lots for family living in an ideal location. Construction has started and things are looking good. A pickup truck rolls up and two men get out. There is a big reel of wire on the back. Two men get out, unload the wire and start rolling it down the street.

These days when Jim Allen, founder and CEO of JATEC, looks back at that Wolf Willow job, he can laugh – and so can the developer who has yet to let Allen live that day down. The developer still hires JATEC 40 years later. In fact, many of JATEC’s earliest clients still do. Why? Because this is an electrical company with a difference. It’s not powered by profits or margins or flashy sponsorships and awards. JATEC is powered by the people who work there, the people the company serves and the communities to which it gives back.

Allen, who started the business with Dan Hamilton, remembers the early days fondly.

“Dan and I got laid off as electricians. We thought, how hard could it be to start a business? We went out on our own… with just $1,200 to our name!”

Undaunted, the ambitious young men registered the name and jumped into business ownership.

“We didn’t make a lot of salary in the first year,” he readily admits. “We didn’t have lines of credit or equipment. It was just the two of us, so, we did it all ourselves. Electrical, payables, admin – everything. Since we lacked manpower and equipment at the time, that is how we wound up rolling the bale of wire down the street on one of our first jobs.”

Allen and Hamilton gained traction by doing smaller electrical jobs for schools, restaurants and local businesses. However, it quickly became apparent that there was not a lot of work to be had for their burgeoning company in the highly competitive commercial industrial market. A chance encounter would soon change the direction and the future of the company.

“We met an engineer who asked us to get involved in digging electrical,” says Allen. “That was a very pivotal point in our journey because now it is the mainstay of our business. We service subdivisions by putting in underground communications and electrical. We are the company that is there long before the builders

start their part of the project. Our first job was a six-lot subdivision and we had to rent a backhoe. Now we do 200-lot subdivisions and use our own fleet, which has about 200 pieces of equipment for digging and trenching.”

In time, Hamilton moved on to other pursuits. Allen has run the company as the sole owner since the mid-1990s. Today, JATEC has developed into a multifaceted company as Alberta’s largest shallow utilities contractor, offering a comprehensive suite of turnkey installation services.

Allen’s summary of JATEC, “We are a very diverse underground electrical and communications company. We dig. We are good at that,” merely scratches the surface of how deep the company goes.

JATEC is a leading provider in the installation and maintenance of essential utility services, an expertise that forms the foundation of its operations. The company is well-versed in handling residential and commercial high-voltage and secondary servicing, along with natural gas installations and the construction of duct banks and vaults.

In addition to utility services, JATEC has carved a niche in highway lighting and signage. Operating across Alberta and Saskatchewan, the company’s scope of work includes the manufacturing, assembly and installation of components such as lighting systems, traffic signals and overhead sign structures.

The telecommunications sector also benefits from JATEC’s expertise. The company plays a significant role in the construction, installation, testing and maintenance of buried and aerial telecommunications infrastructure. Their services extend to civil works, directional drilling, hydrovac

excavation and the intricate task of placing and splicing underground and aerial fiber.

JATEC’s proficiency further extends to commercial and industrial services, catering to the needs of shopping centers, high rises, office buildings and industrial and institutional facilities. They provide comprehensive electrical distribution services, including street and parking lot lighting, power cabinets and accent lighting.

Airports, too, benefit from JATEC’s expertise, thanks to their upgrading of airport infrastructure, encompassing high-voltage and secondary power upgrades, telecommunications enhancements and improvements to runway lighting and aprons.

In response to the global shift towards wireless technology, JATEC has successfully ventured into the installation and upgrade of wireless communications infrastructure. This includes localized distribution projects and distributed antenna systems, which are vital for enhancing wireless connectivity across various settings.

JATEC’s fleet encompasses all the equipment needed to handle these projects in-house. Their fleet enables them to execute complex projects efficiently and safely, adhering to their commitment to excellence and safety in all their operations.

Photo by Rebecca Lippiatt

Back Row (Standing): Dave Tarkowski, Barry Campbell, Marco Almeida and Tyler Checkley. Front Row (Sitting): Alex Stenner, Jim Allen and Lindsay Jacobs.

Over the years JATEC became the go-to name to work on highly impactful projects such as the Anthony Henday, Regina’s ring road and Southeast Stoney Trail in Calgary.

Regarding the Anthony Henday job, Allen notes, “That was a long-term project that took us about three years to complete. On this project we learned a lot about working alongside other large companies and planning how to make large-scale projects successful. We appreciate the impact of the Anthony Henday because it opened up the city and made access and commuting a lot easier for everyone.”

However, it’s not the projects that command JATEC’s main focus. It has always been the people.

Allen firmly believes that when you look after the people involved with the company, the company, in turn, looks after its people. His reasoning has proved correct time and time again. From an outstanding company culture to supporting the communities in which it operates, from focusing on the end-users of a project to the other contractors during a build, JATEC has a caring reputation that precedes every job.

“Our motto has always been to leave an area better than we found it,” Allen explains, demonstrating how deep the people-first philosophy goes. “This includes using a street sweeper to clean up the streets and sidewalks as we work. Our clients are good to us, and we are good to them.”

Safety is a major value at JATEC too and is very deeply ingrained in the company’s culture and operational philosophy. Recognizing the invaluable nature of its workforce, JATEC places the well-being and safety of its employees, partners, clients and the communities

dedication to safety is evident in the accolades it has received. For instance, the company was honoured with the PCL safety award, a recognition of which Allen

Another example of the people-first culture is seen in the 30th anniversary celebrations. JATEC didn’t just host a party for key clients. The company also hosted celebrations for the employees and then a third event

Caring for the team was very evident during COVID.

“That was challenging, very difficult,” Allen somberly remembers. “We were fortunate that construction did not suffer the same restrictions that restaurants and retailers did but it was still important for us to make changes to keep our people and clients safe. It was a very trying time for a lot of businesses on all fronts, including mentally.”

Further demonstrating the commitment to JATEC being powered by people, Allen notes, “The most rewarding thing for me is the great team we have here. It is a pleasure to work alongside them every day. The relationships I have with our employees is very key. Additionally, JATEC is very focused on charitable work and serving the community. I don’t just ‘look out for myself;’ I look out for everyone involved with JATEC and in turn, the company supports me, the employees, the clients and our communities.”

JATEC supports, among many other organizations, Kids with Cancer Society, Habitat for Humanity, the Festival of Trees, Alzheimer’s research and amateur sports. For many years, Allen sat on the board of the University Hospital Foundation’s Brain Campaign.

Humbly, Allen feels that his and JATEC’s contributions are the norm for Edmonton’s business community.

“Our local business community is very generous with time and money – mostly time. A lot of industries take the time to volunteer for many causes and give their time to sit on boards. It makes a big difference and is something I greatly appreciate about the city of Edmonton.”

As he looks back over 40 years, Allen has much to be thankful for and he expresses his appreciation for the team, many of which are long-term employees, and for the clients, many of whom have been with JATEC since the formative years.

“It’s astonishing to see the number of employees who have been with the company for many years, growing alongside the business. These long-term team members have not only witnessed JATEC’s evolution but have also played a pivotal role in its achievements. Their dedication and willingness to step up have been instrumental in driving the company forward. Both clients and employees are the bedrock of JATEC’s success,” he notes.

Looking to the future, JATEC is poised for continued expansion. With an influx of new projects on the horizon, the company is set to grow further, yet this growth is carefully managed to ensure sustainability. JATEC is committed to expanding its operations without overextending its capabilities, focusing on organized growth that guarantees the same level of excellence and personal touch that has become its hallmark.

As JATEC continues to expand its horizons, it remains rooted in the value that has guided the journey for four decades: people first.

THE PROBLEM SOLVERS

Building excellence, demolishing obstacles

Written by Nerissa McNaughton | Published by Layla Jama |

Serial entrepreneur Sergio Torres is no stranger to starting and running successful businesses, even though SAT Consulting & Construction launched in an atypical way.

“I graduated from the University of Alberta with a Bachelor of Commerce degree and started a technology consulting firm,” says Torres about how SAT got started. “A family member wanted to come to Canada for work, so I extended the company for him to legally work here. Then, during the summer we finished a large project and needed something else to focus on. I pivoted into

construction. One thing led to another and SAT Consulting & Construction was the result.”

Now, SAT is part of a group of companies focused on providing a full suite of consulting and construction services for clients across a variety of industries.

In 2006, when SAT officially launched, Alberta was in a boom cycle and Torres had no problem securing projects and labour.

“Money was flowing fast and growth was very significant,” he remembers.

Photos by Rebeca Lippiatt

equal passion. Falling in love with every project is probably a bad habit, but we do! Knowing we are doing something good that people will benefit from is the best reward. Building a school means children will keep on learning. Working on a hospital means people can keep on healing. That is our spark. Knowing that what we do is bigger than us and being humble and grateful to be a part of it.”

SAT’s value of problem solving and its commitment to its team and clients has been recognized many times over. The company has been honoured with a Best of Build Canada –subcontractor of the year award and has been

Solid foundations, strong future

the recipient of the Consumer’s Choice Award for three consecutive years (2021, 2022 and 2023). In 2022, SAT was recognized among Canada’s safest companies.

Torres concludes, “I truly believe that I would not be in business without the people around me. I’m so thankful for them and the support of my family. No company exists without the employees. They are equally important. You can get the most expensive watch but if you miss any piece, it won’t work. Here, from the person receiving the mail to the person constructing a building, we are all equal. Our collective goal is to come to work so we can change people’s lives and support their opportunities and goals.”

The future of SAT sees more acquisitions and a possible expansion to an office in Calgary.

A Journey of Expansion and Success ROLLING WITH PASSION

Published by Brent Trimming

Patty and Rod Taverner.

Photo by Rebecca Lippiatt

Rolling Mix Concrete Edmonton was founded by Rod and Patty Taverner and their partners in 1994. In the span of 30 years, the company has grown from humble beginnings into one of Canada’s largest concrete providers. This is the story of a business that started with an idea, a modest fleet of five trucks and an ambitious family that transformed an idea into a powerhouse in the ready-mix concrete industry. Rolling Mix is building the province’s fabric today.

“The story,” says Rod, “starts with Guido and Hector di Stefano’s immigration from Italy. They came to Canada, started work finishing concrete and eventually bought their own truck picking up concrete from their soon-to-be competitors. Then they bought another one… and another one, eventually building their own concrete plant.”

This was in 1955. By the early 1960s the di Stefanos had decided to expand to Prince George British Columbia to take advantage of an emerging pulp and paper boom. As Calgary was still growing, another partner was brought in. This new partner was brother-in-law Joe Paolucci. He had the same work ethic and determination and soon turned the business into the larger of both operations.

Joe and his wife Paolina, immigrants from Italy, had four children in the 1960s. Their third daughter was Patty. Patty and Rod would later meet, marry and have three of their own children. Prince George was now home.

Some years later in Calgary, tragedy struck; Hector passed away in a plane crash. The family came together, however, and Guido took over Rolling Mix Calgary as Hector’s boys, Tony and Rick, were only 14 and 10. Those boys would eventually come into the business and assume Hector’s role. Several years later Tony and Guido would approach Joe to discuss the idea of opening another Rolling Mix Concrete in Edmonton. Joe suggested that his sonin-law, Rod Taverner, who worked for an accounting firm, be the new guy.

“It was my business partner, Hector’s son Tony di Stefano, who approached me and my father-in-law about this. This formation of me and Tony would be the beginning of a lifelong partnership and friendship. With the family’s financial help and five trucks, Rolling Mix Concrete Edmonton was born.”

While Rod’s experience in concrete was lacking at that time in 1994, his wife Patty had already spent several years in the business in Prince George. This would prove to be extremely

valuable in the couple’s pursuit of the new business. They moved to Edmonton where Rod immersed himself in sales and operations while Patty took the administration.

“I had spent five years in university and Patty had spent three in college. All that we really knew was how to learn, so we did. Patty took care of the payroll, payables, invoicing, receivables and month end and I immersed myself in every course on concrete. Patty would make sure we got paid and I sold, batched and drove concrete trucks with our small group of employees.”

“Soon after we moved, Patty became pregnant with our first child,” Rod smiles. “Things got interesting because we would work all day, come home and bill until the wee hours. Then it was back in the office early to keep right on going. Our first son was born in 1995 and he grew up in the business; we set up a little nursery in one of the side offices. We still did the same thing when our second son was born in 1997 and another in 1998. The boys came to the office and slept in our makeshift nursery every day.”

The family was not the only thing growing. In 1999 Rolling Mix moved to a larger facility.

“We gave Patty and the boys a bigger office,” Rod laughs.

Then he turns serious again.

“Look, I tell you the history to understand how important and instrumental the partners were in building the business. They had a lot of blind faith in us. I had been in university for a long time and knew how to learn but I did not know much about concrete when I started. I spent a lot of time learning from Tony. He was a mentor, not just what he said but that I trusted him to share everything, particularly what I didn’t know.

“We worked hard and had a lot of energy. That is what I tell people today. You need energy. You wake up tomorrow and the next day and you do it all over again and again. To succeed, you need to wear down those around you by outworking them. That is what we did. We worked harder than our competitors. That relentless drive inspired everyone to look at industries that complemented our concrete operations.

“We recognized the value of having our own supply, so we expanded into the aggregate business. We then opened a company to haul our own cement and cementitious materials. This company then expanded the hauling service

Rod & Patty, it is amazing to think back to where you started and what you have built in Edmonton.

On behalf of Ash Grove Cement, congratulations to you both and the Team at RMC Group on this significant 30 year milestone. www.ashgrove.com

States. In 2018, we started a mobile division to supply ready-mix concrete in rural and underserved areas.”

This mobile division was a pop-up model in which Rolling Mix would erect temporary facilities, do a project, then tear the facility down and move on to the next job. This mobile model resulted in numerous infrastructure projects in rural BC and Alberta.

He continues, “Growth continued along with our reputation and this led to being awarded one of the largest construction jobs in North America –the Site C Dam in BC.”

Site C called for 700,000 metres of concrete, but as the project went on – and continues to go on today – Rolling Mix would supply nearly 1 million metres of concrete.

“That was a defining moment in how the construction world viewed and trusted Rolling Mix,” Rod proudly says. “Now, people were starting to call us and inviting us to supply concrete across a wider geographical region with increasingly more technical and large concrete jobs. One of the most interesting was consulting for the Tappen Z bridge in New York. Rolling Mix

THREE DECADES OF AMAZING!

HAPPY 30TH ANNIVERSARY

Congratulations to RMC Group of Companies on an incredible 30 years of industry leadership and innovation! Your partnership has been pivotal to our shared achievements, setting the stage for future success.

Here's to many more years of collaboration and excellence together!

PROUD TO BE A BUSINESS PARTNER WITH THE RMC GROUP

“A company driven by loyal and dedicated employees and an ongoing commitment to building long lasting business relationships.”

Dale

Lamoureux VP Operations & Sales OCL GROUP Inc

Edmonton was now at the forefront of technical concrete supply in western Canada.

Rolling Mix would continue to expand into complementing spaces such as environmentally friendly fibreglass rebar, screw piles for residential and commercial projects and even precast concrete. Opening their own new businesses under the Rolling Mix banner is not the only path. Rolling Mix also makes thoughtful acquisitions, folding well-founded companies into the brand.

As the company’s products and services grew, the administration also changed. It was now that an executive team began to emerge to facilitate

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“Of all the things we have been successful with, is hiring people. We took our time and have grown most of the talent from within with the balance coming on board and helping with the independent family philosophy. Our team is simply the best. Patty and I developed an executive team that has been critical to our success and growth. We have a very tight-knit group of local talent; we have not gone outside of our borders to fill and build key roles. And those three boys that grew up in the nursery? They have all gone through university and returned to work for the company. Andrew is running operations in Fort St. John. Joshua runs our Vancouver operation and Matthew collaborates with the executive team.

“Today, although everyone’s roles have changed, it allows us to focus on what is important in the business and what tomorrow looks like. Our people are our key assets in our company and the boys, our sons, have their own ideas and strategies. It is not time for us to get out of the way yet, but it is time for our people to run the business in a larger capacity.”

He admits that is a challenge because he and Tony love their work.

“Tony has been with the business since high school and I know nothing else,” says Rod.

He continues, “My personal success is due to having a partner who understood the business and was there when I needed a set of ears to listen. It is also due to a wife that knew the business from the other side,” Rod praises. “We are celebrating 30 years because we are family owned and operated and the people that got it going surrounded themselves with likeminded talent. Now, we are a force to be reckoned with

due to our passion for the business. Residential, commercial, infrastructure spaces – we supply them all; we have certainly found our niche.”

Rod smiles as he concludes, “I came out of university thinking I was going to be a chartered accountant and here I am today talking about ready-mix concrete. But you know what? I couldn’t imagine doing anything else.”

Patty and Rod Taverner.

Photo by Rebecca Lippiatt

THE ROAD AHEAD WITH WOLFE CHEVROLET & WOLFE COLLISION

by Rebecca Lippiatt

Over the past 100 years, the Wolfe Automotive Group has seen a full transformation from a service station in the heart of Edmonton to operating five award-winning GM dealerships and accompanying businesses across the province of Alberta. Wolfe Chevrolet, otherwise known as The Chevy Farm, was started in 1976 by entrepreneur Gord Gent. For over 48 years this Chevrolet dealership has been a mainstay amongst Edmonton car buyers and drivers. Wolfe Chevrolet is Edmonton’s #1 Chevrolet dealership that offers new and used vehicle sales, service, parts and a body shop. They carry one of the largest new Chevrolet inventories in northern Alberta.

In July 2018, the Wolfe family acquired The Chevy Farm from Gent. Edmonton Motors was moving its dealership from its downtown location to the west end of Edmonton.

“The values of Gord and the Wolfe family were in alignment. Many of the Westgate Chevy Farm team members have worked at The Chevy Farm for over 25 to 30 years. These team members have now become part of the Wolfe family. The feeling of family also extends to our customers who keep coming back. We are a family-oriented business and we pride ourselves on treating our team members and customers like family,” says Ashley Wolfe, president and CEO of Wolfe Automotive Group. “The Group’s dedication to customer service has always been a major part of its success. Customers choose us. We are a family-oriented business and we pride ourselves on repeat business from our customers.”

Photos

Wolfe Chevrolet team

Wolfe Chevrolet leadership team

Roy Lakusta, general manager, Wolfe Chevrolet

“When you purchase a new Chevrolet, you have become part of the family. The Chevrolet our parents drove, the ones we drive, and the one our children will drive, we call that family,” says Roy Lakusta, general manager. “Beautifully designed Chevrolet vehicles in all models, shapes and sizes will stand the test of time.”

The new line of Chevrolet vehicles is built for both work and play. From full-size pick-ups to SUVs to crossovers to midsize sedans to compacts to pure muscle, Wolfe Chevrolet has everything a family wants or needs. Chevrolet is making vehicles today with the same pursuit of excellence that they were achieving 100 years ago. Chevy’s reputation was made the old-fashioned way.

It’s also interesting to note that it’s the 70th anniversary of the Chevrolet Corvette, a American Icon. June 30, 1953, was when the first Chevrolet Corvette rolled off the assembly line. The Corvette is the longest running nameplate of any car on the road today. For eight generations, the Corvette has pushed the boundaries of technology, performance and style while remaining an attainable cultural icon. The Chevrolet Corvette continues to revolutionize the fan favourite for a modern world. The Corvette is available at Wolfe Chevrolet.

Wolfe Collision, which has been a preferred General Motors repair shop for over 51 years, is in the Wolfe Chevrolet building. Wolfe Collision has experienced GM factory trained technicians, all GM equipment, in-house trained and certified GM technicians. We are a full GM factory service.

“When your vehicle is in an accident and needs repairing, you have a choice of where to have it repaired. We are a family and we will treat you like family. It is a stressful time. We know how important your vehicle is to you and we want to ensure that you know that we will take care of it like it is ours,” says Ian Silvestre, Wolfe Collision body shop manager.

WOLFE COLLISION

Body shop manager Ian Silvestre and the Wolfe Collision body shop team

Wolfe Collision technicians

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