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EVENT PLANNING AND CATERING: THE BIG RETURN!
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C elebrating Outstanding Business Leadership Meet the Junior Achievement 2021 Northern Alberta Business Hall of Fame Laureates By Nerissa McNaughton
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Alberta Manufacturers Will Soon Face Labour Challenges By David MacLean
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I s the Government Creating or Removing Barriers? By John Liston Edmonton Chamber of Commerce
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Celebrates 40 Years
T race Associates Celebrates 15 Years
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The Big Return!
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Something Special’s Happening Here Three innovative small businesses in Edmonton flourish as they support their communities through tough times. By Natalie Noble
Celebrates 45 Years
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OCTOBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
Despite persisting uncertainty, event planners remain optimistic, and safety is top concern as people come back together By Natalie Noble
The Future of Business is Digital Technology continues to change and improve how we work locally and abroad By Will Porter
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ALBERTA MANUFACTURERS WILL SOON FACE LABOUR CHALLENGES // DAVID MACLEAN
Alberta Manufacturers Will Soon Face Labour Challenges BY DAVID MACLEAN
T
he Alberta manufacturing sector may have shed jobs since the oil price crash and in the face of a global pandemic – but attraction and retention of skilled labour continues to be a major challenge for the sector. Manufacturers hoping to succeed will need to put their shoulders into building resilient teams with the skills needed to push the company forward.
In addition, if Alberta heavy industry manufacturers have identified skills gaps among their workforce, many are working to address the problem. Some 77 per cent of respondents said that their company has implemented measures to overcome the problem of skills gaps, including providing training, while only 8 per cent said they have not done so.
Over the past year Canadian Manufacturers & Exporters (CME), in partnership with Alberta Labour and Immigration, surveyed Alberta manufacturers to build a comprehensive understanding of the province’s heavy industry workforce, including a detailed occupational profile as well as identifying common challenges and strategies related to recruitment, training and development, and diversity and inclusion.
While labour and skills shortages may not be a major issue now, they are expected to intensify in the coming years as the economy rebounds and as large numbers of Baby Boomers exit the workforce. And, although businesses have some ability to mitigate labour and skills shortages, there is only so much they can do. Instead, the nature of this problem requires governments to take the lead on this economy-wide issue. When asked what policymakers should do to address this looming challenge, respondents said they are looking for governments to offer stronger incentives for companies to invest in automation, find better ways to attract people to smaller communities, provide tax incentives to hire new workers, offer financial support to help cover worker training expenses, and help to promote manufacturing jobs to youth.
Alberta’s heavy manufacturing industry includes the following seven industries: meat and dairy product manufacturing, paper manufacturing, petroleum and coal product manufacturing, chemical manufacturing, nonmetallic mineral product manufacturing, primary metal manufacturing, and fabricated metal product manufacturing. These sectors account for 64 per cent of Alberta’s manufacturing GDP. Heavy industry manufacturers have laid off a significant number of workers in recent years. In 2020, employment tumbled by 10.9 per cent to 51,900, the lowest level since 2004. However, survey participants expect to add workers to their payrolls over the near term, another sign that the industry will see better days ahead. Specifically, 38 per cent of responding companies expect to increase employment over the next 12 months, while only 15 per cent expect to reduce employment over the same period.
A skilled and diverse workforce is essential for future manufacturing growth. Manufacturers need to up their game when it comes to recruitment and training – including attracting workers from non-traditional areas. Governments also play a role and can help with some creative policies including introducing a worker training tax credit and tweaking post secondary education to expose more young people to manufacturing careers.
CANADIAN MANUFACTURERS & EXPORTERS (CME) IS THE VOICE OF CANADIAN MANUFACTURING. CME REPRESENTS MORE THAN 2,500 COMPANIES WHO ACCOUNT FOR AN ESTIMATED 82 PER CENT OF MANUFACTURING OUTPUT AND 90 PER CENT OF CANADA’S EXPORTS.
BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // OCTOBER 2021
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IS THE GOVERNMENT CREATING OR REMOVING BARRIERS? // JOHN LISTON
Is the Government Creating or Removing Barriers? BY JOHN LISTON, VICE PRESIDENT, ALBERTA ENTERPRISE GROUP
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dam Smith called it “the system of natural liberty.” James Madison referred to it as “the benign influence of a responsible government.” Others have called it the free enterprise system. By whatever name it is called, the economic system envisioned by our forefathers and encouraged by the charter of rights and freedoms allow individual enterprise to flourish and triggered the greatest explosion of economic progress in all of history. The economic role of government was simply to secure rights and encourage commerce. • assure that the ground rules were fair (a fixed standard of weights and measures) • encourage initiative and inventiveness (copyright and patent protection laws) • provide a system of sound currency with an established value (gold and silver coin) • enforce free trade (free from interfering special interests)
But there is an idea setting in that speculators are squatting on prime land and government needs to do something about it. There are some targeted ways to deal with this – a vacant property tax penalizes owners for keeping a property unused. CPC leader Erin O’Toole has proposed to ban foreign investors not living in Canada from buying homes for two years to try to cool the speculation in Vancouver and Toronto. But it’s another matter altogether to start expropriating private property because government thinks they can find a better use.
• protect individuals from the harmful acts of others
Maybe the “use it or lose it” principle should apply to government-owned land.
Other characteristics of free enterprise beyond limited government include economic freedom to buy what we want, competition, equal opportunity for all, social responsibility to the greater good, profit motive as a force for good and property rights; the right town land, buildings, or other goods to use and dispose of as we choose.
The Blatchford land in Edmonton was once the site of the city centre airport. Ten years after closure, little progress has been made developing it out. Before government starts eyeing private property, maybe they should make sure all vacant government land is serving a useful purpose.
Enter our partners in Ottawa. It would serve as a daily reminder that the job of the politician is to clear barriers out of the way of citizens and businesses, not erect more obstacles. We’ve been looking at the federal election platforms, and this policy in the Liberal platform popped out at us: “Work with municipalities to identify vacant or underused property that should be converted to housing on the principle of use it or lose it.” Say what?
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There is another place where “use it or lose it” is mentioned in both main party platforms. The federal government holds an auction for the rights to develop broadband spectrum - if you don’t use them within a reasonable period, they want to be able to take them back and grant them to someone else. We take the same use it or lose it approach to mineral leases. When the government owns something, they should expect it to be developed with a partner or find someone else to develop it. We can accept that.
OCTOBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
If you want to know the biggest barrier to development in our cities, province, and country, it’s the ridiculous wait times and delays to get permits processed, and the unreasonable demands that often get placed as a condition of approval. Why not focus on that? Leading with a policy of seizing private property would not be a great way to start. JOHN LISTON IS VICE PRESIDENT OF ALBERTA ENTERPRISE GROUP.
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NorQuest College Partners with Supply Chain Canada For New Program NorQuest College has signed an accreditation agreement with Supply Chain Canada to offer advanced standing in the prestigious Supply Chain Management Professional™ (SCMP) designation to learners completing the one-year Supply Chain Professional Certificate program. Recent disruption of the global supply chain from the pandemic and the blockage in the Suez Canal have put a spotlight on the crucial role these experts play in keeping economies moving and products in the hands of consumers. Graduates of the NorQuest program gain the skills and competencies that are crucial to their success in this critical industry, walking away certified as one step closer to attaining an SCMP designation. “The vital importance of supply chains to our everyday lives is clear,” said Marian Gayed, Vice President, External Relations and Partnerships at NorQuest College. “I’m so pleased with this partnership with Supply Chain Canada as we work together to enhance the impact for supply chain professionals looking to NorQuest for training opportunities, but also for our communities who benefit from professional, capable, and efficient commerce.” The SCMP designation is highly sought-out in the Canadian job market. NorQuest’s Supply Chain Professional Certificate is a one-year, non-credit program that is designed to help learners with previous diplomas or degrees shift their careers toward the fast-growing supply chain industry in Alberta. The program enables learners to bypass five out of the eight learning modules and all six interactive workshops they need to complete through Supply Chain Canada to become certified. “Having NorQuest’s Supply Chain Professional Certificate program accredited by Supply Chain Canada assures learners that what we are teaching is relevant to the industry and will benefit industry for years after they’ve completed the program,” said Michele Braun, director of Continuing Education and Partner Solutions at NorQuest College. “This agreement ensures that we are setting our learners up for success.” The Supply Chain Professional Certificate program is open to domestic and international learners and will provide diverse instruction and relevant case studies that mimic what
graduates will face in the workplace. Upon completing the academic portion of the program, learners will embark on a three-month paid work placement. “Supply chain roles are fascinating and can be compared to the Swiss Army Knife – multi-faceted and multi-functional,” said Hugh Evans, CEO of Supply Chain Canada, Alberta Institute. “The skills you will learn through educational programs developed and made available through academic partners like NorQuest College, enables us to raise awareness of the diverse activities our supply chain professionals play in and contribute to the growth of our province. Opportunities to learn how to develop relationships and truly deliver optimized end-to-end supply chains will broaden your marketability and further your career. If navigating climate impacts, security issues, or understanding how the vaccine is being disrupted interest you, join over 1,700 supply chain management professionals in Alberta and see how you can directly impact your bottom line.” Supply Chain Canada is the professional organization at the forefront of the supply chain industry, with chapters throughout Alberta and Canada. Becoming a member of their organization will ensure that NorQuest’s learners have access to the latest information and trends in the industry, stay connected to their network of professionals, and discover job opportunities to advance in their careers. ABOVE: MICHELE BRAUN, DIRECTOR OF CONTINUING EDUCATION AND PARTNER SOLUTIONS AT NORQUEST COLLEGE.
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Stantec Named One of Canada’s Best 50 Corporate Citizens and First Among Industry Peers by Corporate Knights Source: Stantec.com Stantec was named by Corporate Knights as the top firm among industry peers within its ranking of Canada’s Best 50 Corporate Citizens of 2021. All ranking honorees were selected from a pool of 271 Canadian companies with revenues over $1 billion, each evaluated on a set of 24 environmental, social, and governance (ESG) indicators relative to their industry peers and using publicly available information. The Best 50 companies ranking sets the standard for sustainability leadership in Canada by spotlighting honourees of varying sizes and sectors, including publicly-traded and privately-owned companies, Crown corporations, credit unions, and co-op organizations, among others. The designation arrives following the early 2021 announcement by Corporate Knights that Stantec was ranked the fifth most sustainable company in the world. “We are proud to be recognized among Canada’s most prominent corporate leaders in sustainability,” said Gord Johnston, president and CEO. “We maintain a dedicated emphasis on sustainability through our operations, leadership focus, and talented staff who guide clients around the globe. To rank high in such a diverse list of this year’s honourees – ranging in size, sector, and ownership – is an honor and I see it as a promising indicator of a commitment to sustainability that is rapidly spreading across Canada.” The Corporate Knights recognitions are among a series of recent ESG-driven accolades earned by the company from different leading organizations. The CDP (formerly the Carbon
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OCTOBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
Disclosure Project) awarded Stantec its technical classification of A-, making Stantec the only engineering and design firm in the industry to earn an A- rating for the last three consecutive years. Within recent months, Forbes named Stantec as one of America’s Best Employers for Women and one of America’s Best Employers for Diversity. Additionally, the firm was named for the second year in a row to the Bloomberg GenderEquality Index for fostering inclusion. In 2021, Stantec pledged to achieve a 1.5oC science-based emissions reduction target, carbon neutrality for 2022 emissions, and net-zero operations by 2030 across its entire global footprint. [At Stantec] communities are fundamental. Whether around the corner or across the globe, they provide a foundation, a sense of place and of belonging. That’s why Stantec always designs with community in mind. Stantec cares about the communities it serves - because they’re their communities too. This allows it to assess what’s needed and connect its expertise, to appreciate nuances and envision what’s never been considered, to bring together diverse perspectives so there can be collaboration toward a shared success. [Stantec consists of] designers, engineers, scientists, and project managers, innovating together at the intersection of community, creativity, and client relationships. Balancing these priorities results in projects that advance the quality of life in communities across the globe. Stantec trades on the TSX and the NYSE under the symbol STN.
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LONGSHORE RESOURCES: A JUNIOR BUILT TO SURVIVE
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ongshore Resources is a private oil and gas exploration and production company with a fresh, new approach on how to best operate and be profitable in North America’s volatile energy sector. Longshore takes the view that capital constraints on the oil sector requires that every company be financially secure and survivable throughout the commodity cycle. In addition to innovative operations, Longshore leads the way in environmental stewardship, safety, and community building. President and CEO Byron Nodwell founded Longshore in 2015 and is also a member of the Board of Governors of the Canadian Association of Petroleum Producers (CAPP) and the Explorers and Producers Association of Canada (EPAC). “I wanted to take advantage of the 2014 price crash to form a company that married high-quality assets with high-quality, next-generation talent,” says Nodwell. “With the 10+ years of experience I had working with junior oil companies, I knew that only very carefully crafted companies could survive and thrive.” Longshore raised capital from ARC Financial and opened in 2015. Growth was immediate and rapid. Between May and October of that year, Nodwell was able to hire the founding team members. He continues, “We acquired assets in June 2016, chasing a new exploration target in Alberta and drilled initial wells with success. In 2017 Longshore accumulated large acreage blocks, and further drilling with technological improvements increased productivity of the lower Charlie Lake.” The pace continued. In 2018 Longshore acquired Shiningstar Energy. In 2020 there was a four-way merger with Rife Shot Oil Corp., Steelhead Petroleum Ltd., and Primavera Resources Corp. Nodwell explains, “In 2015 I was a 38-year-old first-time CEO attempting a startup. I was introduced to ARC Financial by our independent director and it has been a very fruitful relationship ever since. Despite my lack of experience, they saw something they liked in me and have been very supportive. The four other companies we merged with were also backed by ARC, which to me, shows their high level of trust in myself and the Longshore team.
TOP: DRILLING OPERATIONS ON A CHARLIE LAKE WELL NEAR GRANDE PRAIRIE. LONGSHORE MAINTAINS AN ACTIVE CAPITAL INVESTMENT PROGRAM UNLOCKING ALBERTA’S RESOURCES AND CONTRIBUTING TO THE ECONOMY. MIDDLE: LONGSHORE’S FIELD TEAMS ARE A KEY COMPONENT TO OUR SUCCESS AND ARE THE FACE OF THE COMPANY IN THE COMMUNITIES WHERE WE OPERATE. BOTTOM: LONGSHORE’S HEAD OFFICE TEAM BUILDING A SCHOOL PLAYGROUND IN 2017. SUPPORTING LOCAL CHARITIES WHERE WE WORK AND LIVE IS A HIGH PRIORITY FOR THE COMPANY.
ARC Financial is Canada’s largest energy-focused private equity manager; working with their team has been a great benefit to the success of Longshore.”
Innovative operations and environmental sustainability are two things that set Longshore apart; Nodwell also credits the team.
The innovation in how Longshore does business has carried them through the dark days of the oil crash and pandemic.
“We have great people! I know this sounds cliché, but we deliberately ensure we have a high-performing and collaborative work culture.”
“Many junior oil companies have a tendency to only look at the upside and seek investment capital in the event of difficulties. Longshore is different in that we strive to ensure that we thrive during good times but also are protected in case of bad times. Our balance sheet is clean, and our revenues are protected by a rigorous hedging program. This served us very well over the last 18 months,” says Nodwell. “The last year has brought unprecedented challenges to energy companies, but this sector has been very challenging for years, I would argue since around 2008 or 2009. I got into start-up junior oil companies at around that time, so I have only ever lived in difficult times. This is why we set up Longshore to survive. We had a clean balance sheet and were well hedged going into the COVID pandemic. That served to protect the company for the duration of the crisis. Over the past year we have seen oil prices range from $30 to $70. During that time period our assets, team and financial strength ensured the company was never at risk, even during the darkest days.” Longshore was able to use its financial strength to assist the communities where they operate during the depths of the pandemic. “With so many people out of work across western Canada we felt it was our duty to provide financial assistance to various crisis and community assistance organizations that support our local communities. All members of our head office and field teams were asked to help prioritize our donations and we gave charitable support to over 30 organizations across B.C., Alberta and Saskatchewan.” For everyone at Longshore, environmental responsibility is a top priority. “We take environmental responsibility very seriously,” confirms Nodwell. “Our operations have an impact on the environment and we ensure that when operations on a Longshore site cease that the land is returned to its original state. During the pandemic, Longshore stopped all development capital activity but we did not stop our well abandonment and site reclamation activity. “Longshore is actively reducing our Greenhouse Gas (GHG) intensity during all of our activities. Our financial sponsor (ARC Financial) has been tracking the GHG intensity of all of their investments for over 15 years and requires that their investment companies reduce emissions. This is something that I think most quality oil companies do, and yet may be overlooked by the general public. The Canadian oil and gas industry is the number one spender on environmental initiatives and technology in the country.”
ATB is also a part of Longshore’s success story. “ATB has banked Longshore since our founding,” says Nodwell. “We have had a great relationship with Clayton Martin since 2015 and he has worked closely with Longshore to understand our business, our capital needs and the services that will contribute to our success. We do all of our day-to-day banking through ATB, and ATB has contributed capital to the business through a reserve-based-lending product.” He continues, “ATB is local to Alberta and this means that it is strongly incented to ensure the success of Alberta-based businesses. More than that, the people at ATB understand the local business environment intimately. Alberta has its own style and business culture and having that local knowledge is very helpful. Good business is about good relationships.” The future is bright for Longshore Resources and Nodwell is excited about what comes next for his company, and for the industry. “Longshore is profitable at $40/barrel, so at $70 we are thriving. We are currently executing a growth plan to get our production to 20,000 BOEPD by early 2022. After that growth phase, the company will be well positioned with abundant free cash flow and a clean balance sheet. At that time, we will likely start returning capital to our shareholders to make good on our promise to them, when they entrusted us with their money, that we would make them a return.” Nodwell concludes, “Canadian oil and gas is the best regulated, most environmentally sound oil industry in the world. Amongst oil exporting countries in the world, we (along with Norway) are considered the gold-standard in this regard. Canadians should know that they have a world champion industry right here at home.”
ATB is pleased to present a 2021 profile series on the businesses and people who are facing challenges head-on to build a strong Alberta.
INNOVATIVE BUSINESS TO YOU BY CANADIAN
Lori Pecorilli President, The Latium Group
proud to see our small team take such massive strides within the industry.” Latium Group sees a strong link between innovation and technology, and uses that combination to drive the company, and the industry, forward.
T
he Latium Group includes Latium Fleet Management, Latium Technologies, Latlogix, and Falco Consulting. Lori Pecorilli and her husband founded the group in 1996 to bring modernization, innovation, net-new services and novel technologies to the fleet and transportation industry. Pecorilli shares, “The Latium Group is built on a shared passion for disruption. Combining hands-on consultancy and proprietary technologies, we challenge the status quo and inspire operational excellence. We serve as an end-toend solutions provider for the industrial and commercial sectors, combining consulting and outsourced management services with our smart job site technologies. From telemetry applications, advanced analytics, job site resourcing tools, and AI enhanced monitoring systems, Latium provides business leaders with the ultimate toolkit for ground-up transformation. The draw to this field, for Pecorilli, was her love of problem solving. She says, “At my core, I’ve always been a problem solver. Dedicating my career to exploring new business models, technologies and services to help solve those challenges was extremely compelling to me. There is nothing more exciting for my team and I than innovating a client-driven technology and seeing it adopted by global and industry-leading companies. Personally, it makes me
“For over a decade we have been developing software, hardware, mobile apps, and platforms,” says Pecorilli. Our innovation approach and journey are fundamentally based on needing the technology and data in order to solve our clients’ challenges. The introduction and continued evolution of technology, while ‘having our eye on the horizon’ has been a significant game changer in differentiating our business. “To date, our greatest accomplishment with our innovation has been attracting PCL Construction, Canada’s largest construction company, and merging technologies, launching a best-in-class industrial IOT platform.” Pecorilli’s advice to other entrepreneurs and women in business is, “Always build only what clients and industry want, what they need, and what they will pay for. Never develop just because you are in love with your project or idea; just because you love it, don’t assume everyone else will as well. For women in business, the most important piece of advice I can offer is to not let other people determine your value. Don’t be afraid to get uncomfortable and take those risks. It’s the only way people will be able to see what you’re truly capable of. Growing a supportive network is critical – always expand your network, outside of your normal group and really push yourself to meet new people in different industries and different countries.
LEADERS MONTHLY SPOTLIGHT BROUGHT WESTERN BANK AND PRIME CAPITAL GROUP Listen to our podcast here: primeforgrowthpodcast.buzzsprout.com
Irene Payne Leasing Executive, Ferrum
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easing executive Irene Payne has 40 years of experience in the financing industry and has successfully closed $500 million in transactions to date. In 2018 she cofounded Ferrum with her son, Simon, to develop a blockchain enabled marketplace for all types of equipment financing. Payne knows that adaptation is a strength in any business, and she leans into that with confidence, by developing a new and innovative platform for leasing clients that were finding the standard methods to be slow and cumbersome. Clients praising the Ferrum platform range from retail giant Canadian Tire to new small businesses just starting out, demonstrating an 80 per cent reduction in administration time when using Ferrum over traditional processes.
among the different parties is all captured in one central place, with technology streamlining and automating the process at each step.” Payne continues, “Innovation is at the heart of everything we do at Ferrum. Traditionally the equipment finance industry does not share information or business strategy. We started our journey with Ferrum in a collaborative manner, bringing in clients, lenders, equipment vendors and legal to provide input and assist in the development of our vision. I like that I am making a difference, pushing boundaries and working with good people. By doing so, I am constantly challenging myself and motivating the team, which is very rewarding from a personal perspective.
“We decided to explore how technology could be used to innovate our industry, and once we looked at technologies such as blockchain, artificial intelligence, and data analytics, it didn’t take long to decide to develop our own platform.” says Payne.
“My objective is to bring people together to make a difference. [As for Ferrum], creating an innovative platform has been very challenging, especially in an industry that hasn’t changed in 40 years, but the most rewarding aspect is when you align yourself with partners that share your vision and are willing to contribute to its success. We are a Canadian company with a global vision. That to me is very exciting.”
She continues, “Ferrum captures the end-to-end financing process in a single platform. From origination to completing a transaction to delivery of the equipment – every step in the process, each exchange of information and every interaction
What is her advice for other entrepreneurs and women in business? “Believe in yourself, believe in your vision, be tenacious, and surround yourself with the best people in the industry.”
THE BIG RETURN! // EVENT PLANNING & CATERING
The Big RETURN! DESPITE PERSISTING UNCERTAINTY, EVENT PLANNERS REMAIN OPTIMISTIC, AND SAFETY IS TOP CONCERN AS PEOPLE COME BACK TOGETHER
BY NATALIE NOBLE
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ith Alberta’s reopening announcements in early summer, Edmontonians looked forward to a return to the events taken for granted in prepandemic times. For event planning professionals, this meant phones began to ring off the hook. But was this return everything everyone hoped for? Olivia Weaver Pilip, principal with Boutique Events describes a sense of cautious optimism. “For those first couple of weeks we saw a ton of inquiries. In mid-July, things seemed optimistic. Now with case counts continuing to rise, rules can be expected to change,” says Pilip. “Even when the government revises some of their enforced rules, companies may still wish to incorporate them. Even if we don’t close again, a lot of corporations likely won’t be going through with everything they started to think about or plan back in June.” At Connected Events, Hannah Chorneyko, founder and lead planner, also saw steady interest along with apprehension, especially around setting dates for previously postponed
and canceled events. “We do have a number of in-person events taking place over the next couple of months,” says Chorneyko. “But, even if restrictions in Alberta are enforced or not, it’s so important to make people feel comfortable.” For Joe Ammar, owner of River City Events, the workload increased heavily, nearly to pre-pandemic numbers. “Everyone’s excited to get back to in-person events and parties,” says Ammar. “There are very few event companies like ours in the city so when restrictions opened up, we had to react quickly, and our team is working diligently to accommodate all our clients’ requests as best as we can.” As business picks up, so do uncertainties heading into fall. Event planners are working to do everything they can to ensure the safety of their clients so in-person events can continue to take place. That includes following AHS guidelines for providing proper social distancing and masking for those who choose to wear it. “Being sure we’re well-prepared going into an event is critically important,” says Chorneyko. RIGHT: OLIVIA WEAVER PILIP, PRINCIPAL WITH BOUTIQUE EVENTS ABOVE: EVENT PLANNERS ARE WORKING TO ACCOMMODATE CLIENTS WHO MUST BE CONSERVATIVE WHETHER GOVERNMENTS RELAX RESTRICTIONS OR NOT. PHOTO SOURCE: BOUTIQUE EVENTS
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“FOR THOSE FIRST COUPLE OF WEEKS WE SAW A TON OF INQUIRIES. IN MID-JULY, THINGS SEEMED OPTIMISTIC. NOW WITH CASE COUNTS CONTINUING TO RISE, RULES CAN BE EXPECTED TO CHANGE,” SAYS PILIP.
Because River City Events is a full-service event planning and rental service, they have an extensive amount of items, from linens to lighting and dinnerware coming in and out. They’ve implemented ultra-fogging machines into their safety practices. “These machines disinfect, sanitize, and deodorize, with 100 per cent organic products, any item we
use,” says Amar. “Any of our equipment going out the door and coming back in goes through this process.” Other possible safety tools could include onsite testing or proof of vaccination as policies continue to be developed. “Events are a case-by-case basis,” says Pilip. “We must
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THE BIG RETURN! // EVENT PLANNING & CATERING
“THERE ARE SO MANY ADVANTAGES TO THESE VIRTUAL EVENTS, AND I THINK HYBRID EVENTS ARE HERE TO STAY. THE ACCESSIBILITY ADVANTAGES ALONE MAKE HYBRID EVENTS WORTHWHILE,” SAYS CHORNEYKO. consider the size and scope of an event as well as who is attending. Is it a group of people who are already regularly together or a mix of people who haven’t met before? The demographics of people attending are also factors, especially those who might be in more compromised positions.” The extra space required to meet social distancing parameters is also proving challenging for some. Connected Events’ corporate functions tend to be large with 1,000-plus attendees and Chorneyko says there can definitely be venue limitations with the city. It’s also playing into River City Events’ plans and rentals with tents. “Typically, when someone’s renting a tent, everything’s based on square footage. So, with a 20by-20 tent, or 400-square-feet, this usually suits a 40-person gathering,” says Ammar. “Now, that’s been cut in half if we’re working to provide that recommended six feet for social distancing. People are now going with bigger tents or having less guests, and we work to accommodate this.”
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In contrast, the virtual space has opened opportunities. Connected Events has a number of virtual events coming up for fall and Chorneyko is a fan of the hybrid model. “There are so many advantages to these virtual events, and I think hybrid events are here to stay. The accessibility advantages alone make hybrid events
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ABOVE: HANNAH CHORNEYKO, FOUNDER AND LEAD PLANNER AT CONNECTED EVENTS.
worthwhile,” says Chorneyko. “Those who want to travel in for them can if they so choose, but they now don’t have to. This opens up so much more opportunity for people farther away, and the potential for attending at a lower cost as well.” As events return, their planners are working in uncharted territory and must account for ongoing change. The way contracts are written up has added extra consideration and time to their process. “Nobody’s dealt with COVID policies in the past,” says Chorneyko. “If there’s a case where a client has no choice but to cancel an event due to restrictions, we have to think about what that looks like. Is the deposit lost, does it transfer forward to a new date, do we pivot to a virtual event, how can we ensure everyone is comfortable with the terms? These considerations are all very important before anyone signs a contract now.” Communication and contingency planning are now essential. “For all my in-person events coming up over the next couple of months, we’ve had to basically plan two or three events because we have to have a plan A, B, and C,” says Chorneyko. Planners are working to put together proposals in uncertain and constantly changing times. Pilip says her pre-pandemic high rate of follow-through for proposals is inconsistent today. “This summer, putting proposals together, I had this realization that if 10 per cent
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THE BIG RETURN! // EVENT PLANNING & CATERING
in the past didn’t go forward, that perhaps as high as 90 per cent would now be a futile exercise,” she says. “Time will tell.” Because Boutique Events performs highly customized planning, everything from services to costing require extensive digging into details. When Pilip makes a good connection with a client, her first step is putting together a high-level plan. “If that looks okay to them, then we have to flesh those details out further. It’s a lot of unpaid work completed before even securing the job in the first place,” says Pilip. “When things are put on hold, it’s challenging when we think about the amount of work being done and when that revenue will come in.” Corporate event planners are often working with clients who must remain conservative in their approach whether governments relax restrictions or not. “If they’re hosting people, they need to be responsible for their guests,” says Pilip. “We have to determine what our clients need to stay safe as well as our staff. We all have to mitigate the risk of having our name attached to an outbreak, but most importantly, just be responsible as human beings.”
Uncertainty also continues to create staffing issues. River City Events’ average business was 98 per cent decimated between the pandemic’s onset in early 2020 up to June of this year and staffing had to be decreased from 85 to approximately 30 today. “We’re accommodating large numbers of requests, working with bigger spaces, all with a drastically reduced staff and budget,” says Ammar. While these businesses are operating in unprecedented times, they’re all embracing the increased connection as they hear from more clients. They’re also creating innovative solutions as they move forward. In all they do, the client is top of mind. Pilip encourages businesses to put safety first, which looks different for every unique situation. “There are always options and alternatives. Maybe create a solo experience or online gathering, maybe a curated package of corporate gifts. I’ve worked with people to put these together in place of a full-scale event,” she says. “It’s about showing people your appreciation and that they’re top of mind. We are excited for our clients, and we’re passionate to see everything come together.” PHOTO SOURCE: CONNECTED EVENTS
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Ammar looks forward to helping business surpass the limitations when events can’t take place. “We understand the value of inperson events from the social and marketing perspectives, for staff and customer appreciation, and in supporting local charities. It’s a good thing to keep that morale and company culture coming through,” says Ammar. “We’re working hard to keep everyone safe and to put their events back on.” Chorneyko encourages Edmontonians not to give up. “We’re getting closer every day,” she says. “If you’re planning an inperson event, have a back-up plan in place, be prepared to pivot in case you have to, and make sure you have a strong, experienced team there to support you if you do have to make short notice changes.”
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CELEBRATING OUTSTANDING BUSINESS LEADERSHIP // COVER
CELEBRATING OUTSTANDING BUSINESS LEADERSHIP ABOVE LEFT: CATHERINE ROOZEN ABOVE CENTRE: DIANE KYLE-BUCHANAN ABOVE RIGHT: DOUG COX PHOTO SOURCE: BRUCE CLARKE
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BY NERISSA MCNAUGHTON
T
he newest Junior Achievement (JA) Northern Alberta Business Hall of Fame Laureates have demonstrated outstanding success in business and leadership in the community, inspiring peers and the next generation alike. In a tradition stemming back to 1980, the JA Northern Alberta Business Hall of Fame showcases the province’s most accomplished leaders and community stewards. In addition to being inducted at JA’s annual Hall of Fame celebration, the Laureates are recognized on the Business Hall of Fame Wall of Honour, which is located on the second floor of Manulife Place in Edmonton. This year’s Laureates are Catherine Roozen, head of the Allard Foundation and chair of Cathton Investments Ltd.; Diane Kyle-Buchanan, chair of the Gordon and Diane Buchanan Family Foundation and co-founder of the CAPE Clinic; and Doug Cox, CEO Nunastar and co-founder of the Cox Charitable Foundation and the Nunastar Fund for Northern Children.
Catherine Roozen
MEET THE JUNIOR ACHIEVEMENT NORTHERN ALBERTA 2021 BUSINESS HALL OF FAME LAUREATES
Roozen, the daughter of Dr. Charles and Marguerite Allard, fondly remembers accompanying her father to work where she learned from and observed his passion for caring for others. She graduated from the U of A with a Bachelor of Commerce Degree, then worked with the North West Trust Company until 1981, when she joined Cathton Investments Ltd. In 1983 Roozen became the director and secretary of the Allard Foundation. In recognition of her business acumen and many successful positions on the boards of numerous local non-profit associations, Roozen has been recognized with a Queen Elizabeth II Diamond Jubilee Medal, an Alberta Centennial Medal, a MacEwan University Distinguished Citizen
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banking, broadcasting, real estate and investments. I am also very proud that the Allard Foundation, which started with an endowment of $500,000 has grown through prudent investing to the size it is today. “Junior Achievement provides the opportunity to mentor young students interested in business and entrepreneurship so they can learn from community leaders. JA follows a different model today with online learning and classroom participation, however, I remember the days when JA students had job shadow experiences at Allarco Developments (a related family company). My advice to new and aspiring Junior Achievers would be to work hard, don’t be afraid to take risks, to celebrate the successes and learn from your mistakes. Award, a U of A Alumni Association Honour Award, a Global Television Edmonton Woman of Vision, and an Edmonton Citizens Award. U of A bestowed Roozen with an Honorary Doctor of Law degree in 2009, and she received the Alberta Order of Excellence in 2013 and the Order of Canada in 2015.
“Regarding the JA Hall of Fame induction, I feel very privileged and honoured to be joining such a successful and respected group of Laureates, including my father who was inducted in 1989 and my husband Harold who was inducted in 2013.
“The Allard Foundation was started by my father, the late Dr. Charles Allard, and was largely run by my father and myself. When he was diagnosed with terminal cancer in 1991, we expanded our Board of Directors to my brother Chuck Allard, a close business associate and friend Robert Manning and myself. In recent years we were joined by my niece Beth Allard-Clough as the foundation coordinator.
“I have many people to thank for my success over the years but in particular, my late father Dr. Charles Allard, my company president and friend Robert Manning and my husband Harold. Going forward I hope to continue my board and community work, and I am looking forward to working with the Southern Alberta Light Horse Regiment as an Honorary Lt. Colonel; and of course, continuing work with Cathton Investments Ltd. and the Allard Foundation.”
“Giving back to the community has always been of importance to the Allard Foundation. It was founded on the principal that the community had been good to our family and we were fortunate to have been successful in our many endeavours. Our primary focus has been on projects related to healthcare, health delivery, education, social wellbeing and the arts. We have supported many initiatives over the years but here are a few examples in no particular order: University of Alberta, University Hospital Foundation, Alberta Cancer Foundation, MacEwan University, Covenant Health, Salvation Army, Telus World of Science, Crime Stoppers, Winspear Centre, Red Deer College and Pilgrims Hospice Society. “I am particularly proud that I took over the family business which, with the help of a strong management group, has grown and prospered to what it is today with interests in
Diane Kyle-Buchanan Lifelong Edmontonian Kyle-Buchanan has worked in the real estate industry for more than 40 years as a broker, developer, and proprietor. She is the CEO of Yorkshire Equities, the founder and developer of the Buchanan Centre (for Albertans impacted by Parkinson’s disease), and the chair of the Gordon and Diane Buchanan Family Foundation (which has donated $16 million to local charities to date) in addition to sitting on the boards of several private and public companies. Kyle-Buchanan is the proud recipient of a Global Woman of Vision Award. As a lifelong Rotarian, the organization has ABOVE: CATHERINE ROOZEN PHOTO SOURCE: BRUCE CLARKE
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CELEBRATING OUTSTANDING BUSINESS LEADERSHIP // COVER
have demonstrated just how much things can change. I believe new opportunities and practices will change from just this one event. “For me, being named a Laureate came out of left field. I was very surprised and honoured. My husband was honoured back in 2000. He was very ill at the time, but this was very special to him, especially the luncheon with the youth. I feel he would be really pleased for me.
honoured her with an Integrity Award, a Paul Harris Award and its highest recognition – an honorary membership. In 2019 she was inducted in the City of Edmonton Hall of Fame. Recently Kyle-Buchanan became the first female HL Colonel for the #1 Military Police Regiment for the Canadian Military Air Force, Army, and Navy Western Canada and the Northwest Territories. “Giving back and advocacy are important to me because you can’t take out of an economy and not put back; and, if we don’t speak for others and help, society won’t work. I have found that everyone has to buy in and have a part to do so that they have contributed to their own future. The impact can be immense. Watching our clients and their families at the Buchanan Centre live better lives touches my heart. “JA means a lot to me because this is a longstanding educational group that is so fundamental. JA sets the stage and starts the thinking process for tomorrow. Many achievers are right there and who knows what they will become in the future after having the door opened for them. My advice for Junior Achievers in the program is work hard and get as much education as you can. Treat people well, ask questions and take the high road…it is not as busy. Try to get as much hands-on experience as you can. Volunteer and learn to work with others. Build relationships with people. The future will be quite different than it is today. We are very much impacted by the entire world and those relationships are changing. All the best strategies and planning can be changed by one event. These past months
“I am thankful to and have I have learned from all my business partners. I am also grateful to Dr. Allard. I did land acquisitions for him. I’ll never forget, one day he said, “Diane, I always leave a little on the table for the next person,” and I always have. I am very grateful for my husband Gordon. He gave every entrepreneur a chance and never asked anyone to do something he wouldn’t do himself. “Going forward the Foundation is expanding our facility to accommodate partnerships with other organizations that need space. We are also completing the splint and cast area at the Glenrose Rehabilitation Hospital. We are expanding our CAPE clinic, which assists vulnerable women with free family planning, and launching the Humane Society’s mobile surgical unit to spay and neuter animals in areas of Alberta that either cannot afford to, or are remote and do not have access to a vet. Over the next 36 months I will work with The Canadian Military to assist members and families whose loved ones are deployed to other parts of the world.”
Doug Cox Cox grew Nunastar Properties Inc. to be one of the largest property investors and hospitality and tourism industry participants in Canada’s northern territories. Over the decades, Nunastar created thousands of jobs for residents of remote communities such as Iqaluit, Nunavut and Yellowknife, NWT and helped launch many careers. Cox also co-founded an oil and gas company as part of his private equity investment activities. In 1983 he earned a BSc. in mechanical engineering from the U of A and become a P.Eng. in 1985. He followed this up with an MBA from Harvard Business School in 1987. ABOVE LEFT: DIANE KYLE-BUCHANAN ABOVE RIGHT: DOUG COX PHOTO SOURCE: BRUCE CLARKE
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contributions often run into six-figures annually. In 2008, his company created the Nunastar Fund for Northern Children, which is now a multimillion-dollar endowment fund dedicated to the health, education and wellbeing of northern youth. Along with his wife Karen, Cox is a key benefactor of U of A’s Peter Lougheed Leadership College and they recently established the Cox Charitable Foundation.
“As an entrepreneur, I’ve learned that if you care about people and you’ve put in the time to become an expert, good people will want to be part of your vision and help make it happen. Perseverance and a passion for what you do is important… you lose a lot of sleep as an entrepreneur! “My role as a leader of Nunastar is the most significant of my business career. The far north is an extremely difficult place to do business. You need solid experience and a balance sheet built to handle the elevated risks. We focus on quality and community building and we think decades down the road. As a result of this, we’ve played a positive economic development role for the north and helped create a lot of opportunity for locals. In the northern territories alone, wages and benefits paid by Nunastar and its subsidiaries exceeded $100 million since I acquired the company in late 1998. “In Nunavut, roughly 50 per cent of our supplier inputs are provided by registered Inuit-owned companies. We have a strong relationship with a 100 per cent Inuitowned construction company and they’ve built most of our largest projects. Because of our scale, we are the only accommodations player that has traveled to Asia to directly market our products and northern tourism in general. The capabilities and services we’ve brought to the north have contributed to improved quality of life in our communities.” Cox notes that Nunastar’s charitable efforts focus on the north where they do business. Cash and in-kind
He continues, “JA means a lot to me because I believe entrepreneurship has enabled many of the things we value most in our Canadian society, such as our quality of life. Basic skills awareness and financial literacy are critical to young northerners and Junior Achievement is one of the few organizations out there educating and delivering these important messages. Positive role models are critical for young people and Junior Achievement helps provide this as well. My advice for Junior Achievers is, believe in yourself and go for it! Don’t let some bumps in the road stop you. Leadership or career success is often characterized in the popular media as simple inspiration or innate talent, but it is much more about continuous learning, thinking ahead, being prepared, hard work and discipline, and understanding the consequences of your choices. “When I learned about my induction into the JA Hall of Fame, I was grateful and humbled! I’m thankful to my wife Karen and my kids who, for some crazy reason, always supported me… apparently believing I would survive the business risks I took to build the company. I’ve had many wonderful mentors who are very important to me. Also, I’m extremely grateful for the many wonderful people and partners I’ve had the good fortune to work with over the years. “Bob Stollery, one of Edmonton’s greatest business achievers from a past generation, once told me that ‘only the lead-dog sees the terrain.’ I never forgot this, so going forward, we’ll continue to invest and innovate in the north. We also look forward to growth opportunities in other markets as well.” Cathy, Diane and Doug will be honoured at the Junior Achievement Northern Alberta Business Hall of Fame gala, presented by ATB, on November 24, 2021. Please visit the JA Northern Alberta website at janorthalberta.org for details.
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SOMETHING SPECIAL’S HAPPENING HERE // SMALL BUSINESS WEEK
SOMETHING SPECIAL’S HAPPENING HERE THREE INNOVATIVE SMALL BUSINESSES IN EDMONTON FLOURISH AS THEY SUPPORT THEIR COMMUNITIES THROUGH TOUGH TIMES.
BY NATALIE NOBLE
W
e talked to three small businesses who, thanks to their community, didn’t just survive pandemic hurdles, they thrived.
XTHERAPY: Committed to helping people move, sweat, and connect At a time when people needed nourishment of their minds, bodies, and souls, boutique fitness studio XTherapy continued to build and support their community through pandemic challenges. “We’re happy to report we made it through a volatile year where, unfortunately, other studios did not,” says Tamera Rude, X-Therapy’s director of impact operations. “This was a big learning year for us.” XTherapy offers spin and high intensity interval training (HIIT) classes. “We want this to be a social experience above anything else,” says Rude. “We have a candlelight spin class in the dark. It has a cool vibe, and that ‘don’t care, no one’s watching, let yourself go’ feel. All our spin classes are rhythm based and we ride to the music.” Members in the full-body HIIT classes never see the same class twice. “You feel like a badass in there,” says Rude. “We offer Friday Happy Hour after the last class each week and serve champagne and mimosas. We’re excited to be a part of creating this community. People who started as strangers go for weekly brunch now. It’s a community forward social experience, and our people belong here.”
Founded in 2018, XTherapy celebrated year one in May of 2019. In their second year, they doubled their member base. Then, the pandemic’s onset in 2019 meant the studio missed their second and third anniversary parties. Because the business runs in a membership-based business model rather than a pre-purchased punch pass, they rely on recurring revenue, and COVID made that tough. “Turning memberships on and off meant turning our cash flow on and off as well, which we did about four times during COVID,” says Rude. “During those off times, we had to get super creative in how we were going to keep generating revenue when we’re in the business of human contact. These were significant downtimes that went on for months each time. We needed to find ways to keep that customer engagement so we could get as many people across the field along with us.” ABOVE: XTHERAPY’S 6,000-SQUARE-FOOT BASEMENT WAS ADAPTED TO RUN SOCIALLY DISTANCED HIIT CLASSES AND A ROOFTOP STUDIO ALLOWED PEOPLE TO SWEAT OUTSIDE. PHOTO SOURCE: XTHERAPY
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XTherapy’s 6,000-square-foot basement was adapted to run socially distanced HIIT classes. Two smaller studios were renovated into one larger space. “We partnered with a parkade and built a roof-top studio so people could sweat outside,” says Rude. “We literally ran our classes from basement to rooftop.” They also rented their spin bikes, delivering them around the city in a U-Haul. Their filmed classes for members to follow along went so well they subleased 40 more bikes out of Red Deer. These solutions will remain part of XTherapy going forward. They now have a greater capacity to host in-person guests, as well as remote members through their XOnline On-Demand platform. “We continue to be committed to doing everything we can to keeping our members together, sweating, and moving,” says Rude. “We’ve lived a year outside our comfort zone and that’s where the growth and magic can be sparked.”
YEG SCOOT: Showcasing Edmonton’s beauty in a thrilling new way In the business world, sometimes it takes the unexpected to push potential to new limits. When the pandemic hit, that’s exactly what happened at Travel Gurus, Alberta’s most awardwinning independent travel agency. In a pivot to keep staff employed through times of uncertainty, YEG Scoot was born. “It came out of that necessity, and it’s turned into something so much greater than our expectations,” says Hidar Elmais, founder of Travel Gurus/YEG Scoot. “We’ve heard such great feedback from our local community and tourists from across Canada exploring Edmonton.” YEG Scoot’s high performance e-scooters are available for one or two-hour Pick-up & Go as well as several “Exclusive
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SHOP CHOP: those who evolve, thrive A reimagining of an original hair salon operated by two hairstylists with a passion for retail, Shop Chop launched in 2016 as an evolution of its predecessor, Shampoo Hair Studio.
YEG Experiences” that explore the city’s downtown beauty in a new way. “On Fridays we have our YEG Nights Experience for singles and couples. It showcases the vibe of outdoor night life downtown and on Whyte Ave. There’s music, glowsticks, and all kinds of outdoor events,” says Elmais. “We recently added our Ghost Scoot to tour some of Edmonton’s really cool haunted buildings on Saturday nights.” Each experience is more than just a cool ride, there’s local food and other stops involved too. “We support our local restaurants 100 per cent,” says Elmais. “Guests select their choices through our website. We pay the full menu price with a 20 per cent gratuity. We don’t ask these businesses for any special favours or discounts.” Both of Elmais’s businesses deeply appreciate Edmonton’s supportive environment. “We have a really exciting thing going on here right now. Edmontonians, including programs like the Downtown Business Association, have been steadfast supporters of local business while people from our community helped us out when we launched in May, coming in from the suburbs to experience downtown in a safe outdoor way.” To give back to their community, Elmais and his team launched YEG Night Market, inspired by the well-known Richmond Night Market. Held Saturdays from 8 p.m. to midnight on Whyte Ave., there’s no charge to vendors and Travel Gurus covers the cost of the staff and DJ. “We want to ensure all our local businesses are earning money and YEG Scoot is there too. Check us out on Instagram. It’s been the best thing we’ve done for our local community so far.”
“My partner Prudie Anderson and I opened in 2004 exclusively as a hair salon,” says owner RJ Eccles. “We had six chairs in 1,100 square feet for 12 years, the entire time knowing we wanted to open a retail store one day.” Since 2003, Eccles and Anderson have been imagining what they sell, how they would sell it, and how they could transform their space to meet their vision. “We wanted the space to maintain a smaller, fully functioning hair salon and incorporate a retail area that would feel independent yet complementary to the salon,” says Eccles. In 2015, the duo began mapping out the ideal space and ordering their products. One renovation and rebrand later, and Shop Chop launched in 2016 with a new design including 400 square feet of salon space with three chairs, and 700 square feet of gift shop. Guests can take care of their haircare needs in the intimate salon space and purchase anything from home goods to jewelry and accessories, hair care products, crafts and games in-person, and since June, online. When the pandemic hit, Eccles says Shop Chop was “stressed yet blessed.” “While the shutdowns, capacity limits, mask enforcements, and financial uncertainty were stressful, our business model provided us a lot of blessings,” says Eccles. “A combined four months of salon shutdowns was crippling to many of our industry peers, but our retail space allotted us a revenue stream to make it through the times we were prohibited from hairdressing.” Their online platform not yet available, Eccles and Anderson expected a few random requests for shampoo or candles. A shipment of puzzles intended to be canceled arrived two days after they closed the shop and turned that expectation upside down.
ABOVE: “PEOPLE HAVE NEVER SEEN EDMONTON IN THE WAY WE SHOWCASE IT. WE SHOW IT CLOSE UP, IN A MORE NATURE-FOCUSED VISION OF EDMONTON THAN IS EVER EXPERIENCED FROM A CAR,” SAYS HIDAR ELMAIS, FOUNDER OF TRAVEL GURUS/YEG SCOOT. PHOTO SOURCE: YEG SCOOT
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SOMETHING SPECIAL’S HAPPENING HERE // SMALL BUSINESS WEEK
curbside pick-up boomed. Behind the scenes, the website and online store were coming together. With June’s reopening approaching, Eccles and Anderson performed a whirlwind renovation to cut the salon down to one chair and expand the thriving store once again. “After 25 years of hairdressing, we decided this was the perfect way to enter the final phase of our careers as stylists. We can now share the chair, and this brought my workweek down from 60 to 25 hours.” Eccles says when they look back on 2020 in 20 years, he and Anderson won’t remember the hassles of the pandemic. Instead, they’ll remember working harder than ever before to provide people reprieve from what was going on in their lives at the time. “It was a real shared experience between us and people we only knew by their Instagram handles.”
“We posted them on our Instagram page and next thing we knew, we had dozens of DMs with every puzzle reserved that evening,” says Eccles. “That was the start of three months of madness.” The pair came into the shop daily, posting Instagram stories and creating a cult-like experience. “It was posting, DMing, and selling. Our online following grew by 3040 per cent over the 12 weeks of shut down,” says Eccles. “We just happened to be selling the things that people wanted during those stay-home orders. People were clamouring for puzzles, crafts, bath products, plants and pots, and art.” As people woke in the morning to check out Shop Chop’s stories, ABOVE: SHOP CHOP OWNER RJ ECCLES AND HIS PARTNER PRUDIE ANDERSON WON’T REMEMBER THE HASSLES OF THE PANDEMIC WHEN THEY LOOK BACK LATER ON. INSTEAD, THEY’LL RECALL WORKING PROVIDING PEOPLE REPRIEVE FROM WHAT WAS GOING ON IN THEIR LIVES AT THE TIME. BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // OCTOBER 2021
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2021 Board of Directors
Municipal Priorities for a Competitive Edmonton
Board Executive
Chair: Elan MacDonald Vice President (External Relations), University of Alberta Vice Chair: Dennis R. Schmidt Principal, ALTURA Legal Advisory Secretary-Treasurer: Craig Thorkelsson Head of Tax, PCL Constructors Inc. Past Chair: Bryan DeNeve Senior Vice President, Operations, Capital Power Jeffrey Sundquist President & CEO, Edmonton Chamber and World Trade Centre Edmonton
Board Directors
Haydar Al Dahhan President and CEO, Design Works Engineering Aziz Bootwala Managing Principal, Edmonton, Vice President, Business Development, Kasian Architecture Interior Design and Planning Ltd. Nathan Carter Vice President, Operations Audit, ATCO
Jeffrey Sundquist, President & CEO
W
ith the federal election behind us, Edmontonians are preparing to hit the polls once more to decide the future direction of our city. In anticipation of the municipal election, we reached out to our members to understand the primary concerns of local businesses as they continue to navigate a long road towards a robust recovery. You told us that your primary concern was with the overall health of the economy following the downturn and the more recent impacts of the COVID-19 pandemic. It is vitally important to businesses that Edmonton’s economy is stable, growing, and ready for the future—by ensuring competitive tax rates, addressing homelessness and addictions, revitalizing our downtown core, reducing red tape, and emphasizing an inclusive recovery. Debt must also be addressed with a plan for responsible spending. Edmonton’s business environment must be robust and healthy, inspiring new sectors and supporting traditional industries. Our city should attract and welcome a talented and engaged workforce and, along with the region, be hungry to attract business investment and grow global trade.
Jonathan Gallo Managing Partner, Gallo LLP Chartered Professional Accountants Sandy Jacobson Vice President, Richardson Executive Search Annemarie Petrov President and CEO, Francis Winspear Centre for Music Jason Pincock CEO, DynaLIFE Medical Labs
Edmonton Chamber Executive
Scott Channon Director, Marketing and Communications Brent Francis Director, Advocacy and Outreach Christen Rumbles Director, Finance Amin Samji Director, Member Services
Contact
Edmonton Chamber of Commerce #600 World Trade Centre 9990 Jasper Ave Edmonton, AB T5J 1P7 T: 780.426.4620 | F: 780.424.7946 edmontonchamber.com
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OCTOBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
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Memberships that help your business. It’s what we do.
As a member of one of the largest chambers in Canada, you have access to a wide range of contacts, resources, discounts, events, and brand exposure. You’re also part of our strong collective voice to government that will help give your business the support it needs. Call us today at 780.426.4620 and start leveraging your membership.
edmontonchamber.com
Some sectors have been devastated by the pandemic and the downturn in oil and gas (despite recent gains), and in recent years some Edmonton businesses have moved to access lower property tax rates outside the city limits. Failing to attract investment in the city leads to a shrinking tax base and means higher taxes for existing businesses and residents. The next City Council must continue to look for ways to keep the budget from growing too fast to avoid imposing a large cost on residents. It is also important that businesses have a responsive system for permits and licenses and measurable progress, ensuring confidence in our regulatory system. Your Chamber of Commerce has long advocated for “service level guarantees.” The pandemic has hit downtown hard and the lack of foot traffic due to increased numbers working from home has had a significant impact on many businesses. We also need to address safety concerns for those who live and work in our core. There is a clear need for expansion of services to support those with mental health and addictions issues, and we need increased investments in housing in partnership with other levels of government. We are confident that the City and Chief McFee are moving on this strategy.
The City of Edmonton should examine its role in helping to enable provincial and federal investments in high-quality, affordable, and accessible early learning and quality child care. This will support parents who wish to enter the workforce or increase hours. Such investments will particularly assist women who have been disproportionately affected by the pandemic. To better understand how Edmonton’s Mayoral hopefuls propose to address these issues, we developed a short survey and provided it to each candidate. Many have responded to our request, and you can read the full responses on our website at edmontonchamber.com/2021-municipalelection-survey/. In reading these responses, you will see that the concerns of business are top of mind for the candidates seeking to lead as Edmonton’s Mayor. And most important of all—please ensure you vote! Election day is October 18th, and voting stations will be open from 9AM until 8PM. You can also vote early on October 4th and 13th at advance voting stations around the city. Have your say and do your part in securing a competitive future for our city.
BDC SMALL BUSINESS WEEK TM PRESENTED BY
Join us for a week of educational and networking-focused events catered to small businesses and the entrepreneurs that enhance our Edmonton business community. edmontonchamber.com
Spectrum Safety Services Member Profile Jazmine Struthers, Business Development Manager www.firstaidsafetytraining.ca What’s your story? Second Chance CPR and First Aid was established in 1992. Together, the owners have over 36 years combined experience instructing adults in CPR and First Aid courses. Both hold a Bachelor of Arts Degree from the University of Alberta and have extensive backgrounds in teen and adult education and personal/professional development. Building off a strong base of repeat customers, referrals, and word-of-mouth recommendations the company has grown from a team of two instructors to the multifaceted corporation it is today. Second Chance CPR & First Aid currently employees a team of 25 certified instructors with contributing backgrounds such as volunteer firefighter, emergency medical responder, emergency medical technician, nursing, occupational therapy, physical therapy, pharmacy, and adult education.
care centres as well as post-secondary students at the University of Alberta, Northern Alberta Institute of Technology, and Grant MacEwan College. What has been your biggest challenge in business, and how did you overcome it? For most businesses, the answer has to be COVID. We were navigating trying to provide required business training services (Fit Testing, CPR training, etc…) while following guidelines of 6’ distancing and new sanitization procedures. Our staff worked together beautifully creating additional cleaning procedures, changing training room figurations, and making our students feel safe while taking in-person training. What is your favourite thing to do in Edmonton? Get outdoors and enjoy the festivals.
What do you enjoy most about being a member of the Edmonton Chamber of Commerce? The well-planned events. We have made many great connections over the years and attend numerous networking, tradeshow, and information sessions. The team is quick to respond to any questions and provide many opportunities to get our business noticed. What is one thing people are surprised to learn about your business? That our First Aid and Safety training is engaging, enjoyable, and fun. Who is your ideal client? You are! Whether you require training for work, have a personal interest in a specific area, or are looking to set up a course for a group of employees, we have a course that will meet your needs! Our annual customer base includes companies and individuals who work in the oil and gas industry, construction, health sciences (rehabilitation services, dental, and medical staff), social service agencies, schools, daycares and day home agencies, continuing BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // OCTOBER 2021
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EMPLOYEE OWNERSHIP INCREASES EMPLOYEE ENGAGEMENT
S
uccessful public companies and entrepreneurs are celebrated in the business world. However, employee ownership is not celebrated in the same way and does not get the attention it deserves. In Alberta, there are some great examples of companies where employee ownership is part of their structure. Those companies include PCL Construction, Chandos Construction, Peavy Mart and Banff Lodging Company to name a few. Canadian and U.S. studies have shown employee ownership increases employee retention, accountability, profitability and productivity. All companies, including small business, should consider a broad-based form of employee ownership to increase employee engagement. Engaged employees think like owners, not like employees. Designing an employee share ownership plan (ESOP) is the first step in putting an effective ESOP in place. As part of the
design process, companies need to consider taxation and the legal structure. Structured properly, an ESOP can provide some significant tax deferral advantages to the participating employees. There are consultants that specialize in the design of ESOPs that can help businesses develop the right ESOP that fits their business. There is definitely no one size fits all when it comes to ESOPs. In addition, there are legal and accounting firms that have specialized knowledge and experience in the legal and tax structure of an ESOP. Valuation is also an important aspect of an ESOP for private companies. Ensuring that you have a valuation mechanism for when an employee starts participating in the ESOP and when an employee retires or sells their shares is very important. Depending on the shareholder structure, an outside valuation of the company may be required. There are firms that specialize in valuations. Other key considerations in an effective ESOP include determining which employees are eligible to participate and when, how the ESOP shares vest to the employee, what happens if an employee resigns from the company or is terminated, etc. A consultant that is knowledgeable about ESOPs can be a big help in determining these factors for your ESOP.
DISCOVER, EXPLORE, AND ENGAGE EMPLOYEE OWNERSHIP MEMBERSHIP Our members represent ESOP companies and industry experts. Join us to learn about the benefits of employee ownership and be a part of an inspiring community. Membership includes access to events such as the annual conference.
VOLUNTEER We are a not-for-profit Canadian Association. What does that mean? It means that the people who make the Association thrive don't get paid. But we sure have a lot of fun as volunteers doing something impactful.
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For broad-based ESOPs, financing for the employees can also be an option. Several large financial institutions specialize in this type of financing. Typically, the institution will finance the purchase of the ESOP shares with the ESOP shares themselves being the security for the loan. After designing an effective ESOP, the next step is ensuring the ESOP is properly implemented. Effective communication is the key to a successful ESOP implementation. One of the main pitfalls of unsuccessful ESOPs is not effectively communicating the benefits of the ESOP to the employees. Employees need to fully understand how they will benefit in the future from an ESOP. To do this, employees also need to develop a basic level of financial knowledge so they understand what drives the success of the business and what metrics improves their share price. An outside consultant that specializes in ESOPs can be very beneficial to ensuring a successful implementation. In Canada, there is a non-profit association called ESOP Association Canada that is focused on promoting ESOPs for businesses in Canada. The Association hosts several educational events as well as an annual conference.
Mergers and Acquisitions Consulting Our senior team has been involved in the purchase and sale of over 100 businesses. With our deep experience we understand the challenges owners face when buying and selling a business. Our services cover the entire spectrum of the purchase and sale process including integration.
Fractional CFO Strategic Planning and Executive Coaching
A fractional CFO is an experienced CFO who provides services for Global experience with a Our strategic planning approach is simple and completely on organizations in a part-time contractfocused arrangement. This offers an orcreating real value for ganization our clients. coaching is ideal boutique approach. theExecutive experience and expertise of a for high-end CFO without the executives (CEO, CFO, COO andcost all (salary, managers) whoand want to increase in-house benefits bonuses) of a full time CFO their performance and be held accountable, www.camillagroup.com
BUSINESS CONSULTING SERVICES
Fractional CFO Mergers and Acquisitions Consulting FractionalPlans CFO (ESOPs) Employee Share Ownership A fractional CFO is an experienced CFO who provides services for
Employee Ownership (ESOPs) Implementation & Design
team includes some in of Western Canada’sand top sale transaction Our senior teamOur has been involved the purchase of over 100 fractional CFO isengagement an decades experienced CFO who industries. providesWe’re services advisors with ofand experience across also for ESOPs are a in great way A to drive employee profitable organizations a part-time contract arrangement. This offers an orbusinesses. With our deep experience weprofessional understand the challenges proud to have some of the highest accreditations in organizations in a part-time contract arrangement. This offers an orgrowth. At Advisory, we have significant experience design ganization theCamilla experience and expertise of abuying high-end CFO without the valuation owners face when and selling ainbusiness business. Our services cover the corporate finance, accounting, and corporate Fractional Chief Financial ganization the experience and expertise of a high-end governance in Western Canada. CFO without the implementation of ESOPs in and both Canada United States. in-house cost(CFO) (salary, benefits bonuses) ofthe athe full time CFO Officer entire spectrum ofand purchase and sale process including integration. in-house cost (salary, benefits and bonuses) of a full time CFO When you partner with Sequeira Partners, you get the best of two Whatand is Predictive Index? Mergers Acquisitions Consulting Strategic Planning and Executive Coaching worlds: the experience and professionalism of a global firm, with Mergers and Acquisitions attention to detail and clientConsulting service that only a boutique firm can
Mergers and Acquisitions Consulting
Predictive is Our ainvolved scientifically backed program that uses AI to completely focused on Our senior team Index has been in the purchase andrelationships, sale over 100 strategic planning approach isofsimple and deliver. We put our experience and creativity to work Our senior team has been involved in the purchase andofsale of over 100 help organizations understand their people. When your employees to ensure your business is always in a position strength. businesses. With our deep experience we understand the challenges creating real value for our clients. Executive coaching is ideal for Strategic Planning and businesses. With our deep experience we understand the challenges are in the best-fitting roles, your employee engagement will be at a owners faceCoaching when buyingexecutives and selling(CEO, a business. the who want to Executive CFO, Our COOservices and all cover managers) increase owners face when buying and selling a business. Our services cover the very high level. Predictive index increases employee retention as entire spectrum of the purchase and sale process integration. their performance and beincluding held accountable, spectrum of the purchase saleposition. process including integration. well as allows you toentire hire the right individual for theand right
and Executive Our extensive, knowledge and skills appliedStrategic to your business willPlanning ensure you achieveEmployee ShareCoaching Ownership Plans (ESOPs) Strategic Planning and Executive Coaching your goals. Implementing an Employee Share Ownership Plan (ESOP) will improve the Our strategic planning approach is asimple focused on performance of your business through increased employee engagement. ESOPsJason are great and waycompletely to drive engagement and profitable John Stevens, CPA, CMA Vandenberg, CPA,employee CA
planning approach isis simple and completely focused on creating real value for Our our strategic clients. Executive coaching ideal for growth. At Camilla Advisory, we have significant experience in design Co–Founder, President Co-Founder, Senior Vice President creating value for who our want clients.to Executive coaching is ideal for John Stevens, CPA, CMA Jason Vandenberg, CPA, CA COO executives (CEO, CFO, and real all managers) increase implementation of ESOPs in both Canada and the United States. 2250, 10088 102 Ave NW, Edmonton, AB, T5J 2Z1 • Ph: 780-633-5200 Phone: 780-720-4064 Co–Founder,Phone: President 780-991-8930 Senior Vice Presidentexecutives (CEO, all managers) want to increase 400, 520COO - 5th Aveand SW, Calgary , AB, T2P 3R7 •who Ph: 587-352-2500 theirCo-Founder, performance and be held accountable, CFO, Phone: 780-991-8930 Phone: 780-720-4064 Email: Jstevens@camillagroup.com Jvandenberg@camillagroup.com 1790, 999 West Street, Vancouver, BC, V6C 2W2 • Ph: 604-687-5300 What is Predictive Index? theirEmail: performance and be Hastings held accountable,
Email: Jstevens@camillagroup.com
Email: Jvandenberg@camillagroup.com info@sequeirapartners.com • www.sequeirapartners.com Employee Share Ownership Plans (ESOPs) Predictive Index Ownership is a scientifically backed(ESOPs) program that uses AI to Employee Share Plans
ESOPs are a great way to drive engagement andtheir profitable help employee organizations understand people. When your employees ESOPs a great way toexperience driveyour employee engagement andwill profitable growth. At Camilla Advisory, weare significant in design are inhave the best-fitting roles, employee engagement be at a growth. At Camilla Advisory, we have significant experience in design implementation of ESOPs in both and the United States. veryCanada high level. Predictive index increases employee retention as implementation of ESOPs in both Canada and the United States. well as allows you to hire the right individual for the right position. What is Predictive Index?
What is Predictive Index?
ESOPs
Predictive Index is a scientifically backed program that uses AI to John Stevens, CPA, CMA Jason Vandenberg, CPA, Predictive a scientifically backed program thatCA uses AI to help organizations understand theirIndex people.is When your employees Co–Founder, President Co-Founder, Senior Vice President help organizations understand their people. When your employees are in the best-fitting roles, your employee engagement will be at a Phone: Phone: 780-991-8930 780-720-4064 are in the best-fitting roles, your employee engagement will be at a very high level. Predictive index increases employee as bar. We setretention a higher Email: Jstevens@camillagroup.com Email: Jvandenberg@camillagroup.com very high level. Predictive index increases employee retention as well as allows you to hire the right individual for the right position. Rock! well as allows you to hire the right individual for the right position.
For 25 years, we have worked with over 160 Canadian makeCMA the transition to Johncompanies Stevens, toCPA, Employee Ownership. John Stevens, Co–Founder, President Let us help you transform your company so your Co–Founder, Phone: 780-991-8930 employees think and act like owners.
Jason Vandenberg, CPA, CA firm purpose built We are a Canadian CPA, CMA Jason Vandenberg, CPA, CA Co-Founder,for Senior Vice President entrepreneurs and enterprise.
Co-Founder, Senior Vice President Phone: 780-720-4064 Phone: 780-991-8930 Phone: 780-720-4064 Email: Jstevens@camillagroup.com Email: Jvandenberg@camillagroup.com Our tax and business law professionals Email: Jvandenberg@camillagroup.com R E C E I V E Y O UEmail: R F RJstevens@camillagroup.com EE can help you achieve your business
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DO YOU ALREADY HAVE AN ESOP? Contact us to see if you are using your ESOP to its greatest potential. INFO@ESOPBUILDERS.COM TOLL-FREE: 1(877) 995-3767
President
goals including an effective and efficient employee share ownership plan. Tax Law Business Law Litigation Estate & Trust Law Family Law lindseymaccarthy.com VANCOUVER | CALGARY | TORONTO
esopcanada.ca
THE FUTURE OF BUSINESS IS DIGITAL // BUSINESS TECHNOLOGY
THE FUTURE OF BUSINESS IS DIGITAL TECHNOLOGY CONTINUES TO CHANGE AND IMPROVE HOW WE WORK LOCALLY AND ABROAD BY WILL PORTER
B
usiness technology creates solutions for companies of every size to better manage customers, clients, jobs, employees, and so much more.
Within Alberta, there are several companies that have made it their goal to help entrepreneurs get the boost they need to succeed in the marketplace. Jobber is one of those companies. Speaking with Sam Pillar, CEO and co-founder at Jobber, we found out what services and software solutions they have to offer small businesses. “Small home service businesses provide meaningful employment to our families, friends, and neighbours. They provide essential services in our communities that help to keep our homes and offices running safely and smoothly. Despite the major role these businesses play in our economy, they’ve been historically underserved when it comes to software solutions. That’s why we created Jobber.” Pillar continues, “Jobber is a software platform that serves as the command center for small home service businesses like landscapers, plumbers, HVAC technicians, residential cleaners, and more. The app can be used on any dataconnected device, allowing important information to be accessed in the field or at the office. Our technology modernizes the way that home services are delivered while
ABOVE: SAM PILLAR, CEO AND CO-FOUNDER AT JOBBER
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OCTOBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
THE FUTURE OF BUSINESS IS DIGITAL // BUSINESS TECHNOLOGY
helping small businesses better connect with customers, grow revenue, and compete against big corporations.” When asked about what Pillar saw missing in the marketplace, and why he co-founded Jobber, he had this to say, “I worked as a freelance developer building software solutions for small business owners for several years. During this time, I witnessed firsthand the challenges that these entrepreneurs were having just operating their businesses. The technology solutions available to them at the time, especially in the home service market, were archaic or didn’t exist at all. Many of these businesses were relying solely on pen-and-paper or were using multiple solutions to take care of routine administrative work. I developed a passion for working with these small business owners, and wanted to build something that would save them time and help them become more organized.” Business technology has had a huge impact on small businesses in recent years, and Pillar explains how Jobber helps entrepreneurs compete, saying, “Jobber gives your local plumber and electrician access to enterprise tools to compete against big companies. Service entrepreneurs can use Jobber to manage the full customer lifecycle, from generating quotes to scheduling crews, servicing homeowners, invoicing them once the job is done, and accepting payments in-person or online. Our software also gives business owners realtime snapshots into booking trends, invoicing, expenses, team efficiency, and more, so they can make more informed decisions about their businesses.” Pillar discusses growing customer expectations, “Jobber is helping small businesses adapt to change and customer expectations. Today, it’s all about convenience and speed. Customers expect businesses to be highly responsive and to accept online payments. Technology solutions like Jobber enable these features and even automates them. It would be near impossible to meet customer expectations without some sort of facilitating management tool. “Jobber is powering more than 100,000 service professionals worldwide across 50+ service segments, who, to date, have serviced more than 12 million people. These businesses have done more than $15 billion worth of work for their customers.
“In January 2021, we announced a $60 million USD growth equity financing that speaks to the strength of the home service category and our rapid growth. The funding round is the largest tech growth equity financing to occur in Edmonton’s history. We currently have 350 employees across Canada and plan to reach 500 by 2022.” Software is not the only way entrepreneurs are helping other businesses move forward. Tech-enhanced equipment is also making a difference, as seen with innovations from Blackline Safety. Blackline Safety services a global market and transforms workplaces by creating the technology that enables connection and increased safety. Blackline is the company behind the G7 EXO, the only device of its kind to deliver work-anywhere, wireless, multi-gas detection, two-way voice communication, text messaging, evacuation management and complete customization for every business. For Blackline, the G7 was part of a long-range vision. “A number of us have been in this industry for 20-35 years,” says Sean Stinson, CRO, “and we’ve created gas detectors in the past. During the entirety of the mid ‘90s and early 2000s, we wanted to create a better gas detector. A connected one.”
ABOVE: SEAN STINSON, CRO, BLACKLINE SAFETY
BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // OCTOBER 2021
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THE FUTURE OF BUSINESS IS DIGITAL // BUSINESS TECHNOLOGY
“WE ADOPTED THE NEW CELL PHONE TECH AND KEPT EVOLVING IT. WHEN THE G7 CAME OUT FIVE YEARS AGO, IT CHANGED EVERYTHING FOR MILLIONS OF PEOPLE AROUND THE WORLD. IT HAS VERY SENSITIVE DETECTION FOR MOTION, FALLS, GAS LEVELS – AND IT INCLUDES TWO-WAY VOICE. THE G7 IS THE BEST IN THE WORLD IN WHAT IT DOES, AND WE TAKE A LOT OF PRIDE IN IT COMING OUT OF ALBERTA.” At that time, however, their vision and the current technology simply didn’t match up. “It was impossible to put a cellular radio into a gas detector,” explains Stinson. That changed between 2005 and 2007 when it became viable to build a cloud connected server, and when Blackline’s CEO, Cody Slater, had an opportunity to pivot the company to where they are today. “We adopted the new cell phone tech and kept evolving it. When the G7 came out five years ago, it changed everything for millions of people around the world. It has very sensitive detection for motion, falls, gas levels – and it includes two-
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way voice. The G7 is the best in the world in what it does, and we take a lot of pride in it coming out of Alberta.” Blackline is headquartered in Alberta and has a presence globally. The way they operate by leaning heavily into the digital sphere is an innovation of business practices as well. “Most energy or industrial companies rely on face-to-face interaction, but we are a global business and focused on generation strategies. We had already leveraged technology for our working practices in the past. Our web and digital presence were instrumental during COVID restrictions,” says Stinson. Having the infrastructure in place to interact with their team and clients remotely was one of the reasons the company grew rapidly during the past 18 months. For everyone at Blackline, innovating is a driving value. “Our market and its need change quickly,” says Stinson. “We have the ability to adapt. We have a truly innovative culture that helps us stay ahead of our clients.” He continues, “Thanks to our tech like the G7, I go to sleep at night knowing that we have helped people. We have saved people’s lives at work.” Learn more about Black Safety and the G7 at www. blacklinesafety.com. As technology continues to evolve, so will the way we work, interact, and connect in the business world. The future of tech means better, safer, more efficient and connected workplaces. PHOTOS 1 & 2: G7C PERSONAL GAS MONITOR LEVERAGES INTEGRATED 4G/3GCELLULAR CONNECTIVITY TO WIRELESSLY LINK YOUR TEAM TO REAL PEOPLE, WHILE AUTOMATING DATA ANALYTICS AND COMPLIANCE REPORTING. PHOTO 3: G7 PERSONAL GAS MONITORS, G7 LONE WORKER MONITOR , G7 EXO AREA GAS MONITOR, G7 BRIDGE, BLACKLINE LIVE AND BLACKLINE ANALYTICS SOFTWARE.
OCTOBER 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
Marko Holdt, Steffen Holdt, Cliff Francis, Skylar, Chris Francis and Kyle Follett. Photo by Zev Vitaly Abosh.
SPAAR OFFERS ONE-STOP SHOP BY RENNAY CRAATS
SPAAR || Celebrating 40 years 45
Photo by Zev Vitaly Abosh
I
t all started with one man, a pick-up truck and a basement office running a drywall business. When Harald Holdt started Viking Drywall in 1981, he could never have imagined what his small business would grow into in the hands of his sons Marko and Steffen and ownership partner Cliff Francis. Viking’s first client was Cardel Homes and as the drywaller gained a reputation for quality and service, it continued to grow in size and scope. In 1990, that expansion was aided by the acquisition of Elktone Contracting to enter the multifamily commercial market and Elktone Interiors to augment the residential drywall business. The following year, Holdt and his two partners started Prophit Management to handle the accounting for the growing group of businesses. “Each business was operating separately but owned as a conglomerate. This created unintended isolation of various business units, creating siloes throughout the company,” says Cliff Francis, president and CEO of SPAAR. The company’s scope widened again in 2008 when SPAAR, then Prophit Management, started Midgaard Spray Foam Systems, adding loose fill and spray foam insulation application to the companies offerings. In 2010, a distribution company called SPAAR Drywall Supplies was added as the organization explored inhouse procurement and distribution. It was during
this time that Steffen and Marko acquired their father’s shares and Cliff bought another partner’s shares to become equal owners of SPAAR. In 2017 the company introduced a painting division called Colour Spec Coatings which offered interior and exterior painting services to their builders and business partners. Most recently, at the beginning of 2020 Westgaard Exteriors was born, which made SPAAR one of the first organizations in their industry to integrate roofing and exterior services with drywall. This move push SPAAR closer to achieving their goal of “owning the wall.” “It was then we knew we needed to make a change, each business operating separately yet together, too many different companies and business names, so we decided to rebrand and bring everything under one roof,” says Steffen Holdt, vice president of Business Development and Estimating for SPAAR. In a nod to the founder’s Danish heritage, the team chose the name SPAAR, which is Danish for “to save” (with an extra “a” for a unique moniker). The companies that previously existed separately came together to form the divisions of the new SPAAR: SPAAR Residential, SPAAR Multifamily and Commercial, SPAAR Spray Systems, SPAAR Colours and SPAAR Exteriors. The divisions clearly show clients the wide range of services SPAAR has to offer.
SPAAR || Celebrating 40 years || 2
North America’s Trusted Supply Link Between Building Product Manufacturers and the Construction Trades. ®
Congratulations to SPAAR on 40 years of excellence and growth! We appreciate our partnership and look forward to many more years.
10841 Winterburn Rd NW, Edmonton, AB T5S 2A9 Phone: 780-447-3326 | www.fbmsales.com
The company has grown beyond drywalling, and the team is proud to be a one-stop shop offering the gamut of services to an expanding client base. SPAAR simplifies the building process for clients by providing a full-service approach that allows the team to better manage the schedule and deliver quickly. “Some of the feedback that we’re getting is that our customers like having us take on multiple scopes as it simplifies the building process for them. We take on a big chunk of the project that they don’t have to stress about,” says Chris Francis, vice president of Operations. That segment of the project is the last phase before finishing and adhering to the schedule is critical. Many other trades are timing their jobs to SPAAR’s so missing dates isn’t an option. This is part of the reason for the expanded scope of offerings — the more parts of the job they control, the better they are able to manage quality and the schedule efficiently so they can turn the project over to the next crew on time. “We want to be able to own the wall, so insulation, spray foam, drywall, taping, texturing, painting, roofing and attic insulation,” says Francis. “It’s a vertical integration piece — it’s a natural progression because we’re already there on site, so what more can we do for you? It only makes sense for us to do that.” It makes sense to the clients as well. While the company started out providing drywall services to the top home builders first in Calgary and then in Edmonton, it is now able to bundle a variety of envelope services to make it more convenient for clients. More and more, long-time clients and business partners are utilizing SPAAR to handle multiple aspects of their new-home envelopes. While it has greatly expanded its residential offerings, SPAAR has also started growing its industrial and commercial divisions. Not only can the team apply its menu of residential offerings to commercial jobs, but it also has unique services for industrial and commercial clients seeking anything from pipeline protection and erosion breakers to steel stud framing and industrial coatings. Photos by Brent Mykytyshyn Photography (brentmphoto.com)
“As we grow, we’re continuing to explore more on how we can make an impact on the commercial and industrial markets. We have the equipment, we have the ability, it’s just a matter of tweaking our processes and the way that we apply ourselves to be able to access and tap into new markets,” says Kyle Follett, vice president of Finance and Administration. SPAAR has changed significantly over the past 40 years but its dedication to quality and high standards of service have remained constant. The team prides itself on delivering a superior product and in the process has become an industry leader that other companies try to emulate. None are successful at replicating SPAAR’s
SPAAR || Celebrating 40 years || 4
CONGRATULATIONS TO SPAAR INC. ON THEIR 40TH ANNIVERSARY! Honoured to have been part of your past, excited about the present, and optimistic about the future. Thank you for allowing us to become apart of your family and your success!
CALGARY NORTH | CALGARY SOUTH | EDMONTON | GRANDE PRAIRIE | KELOWNA | LETHBRIDGE | CRANBROOK | MEDICINE HAT | RED DEER | REGINA | WINNIPEG | WSB TITAN LOCATIONS
121B, 5555 – 69th Ave SE | 7012 - 8th Street NE | 403-291-1013 www.shoemakerdrywall.com
winning formula — superior knowledge and expertise, unparalleled business partners and relationships plus the best employees equals four decades of satisfied repeat customers. For the owners, the most important part of that equation is the staff. There are 86 full-time employees between the Calgary and Edmonton locations along with a stable of carefully selected, loyal subcontractors that represent SPAAR in the field. The family business seeks out people who are skilled professionals but who like to have fun at work too, and the owners even built a cigar lounge, fire table and barbeque in a turfed area at the back of the shop to promote work-family bonds. Between the competitive wages and the positive atmosphere, the company enjoys impressive staff retention. Many employees have been with SPAAR for decades, and recent retirees Georgie and Orville had been with the company since the beginning. “If you fit into the family, we don’t really want you to go anywhere,” says Cliff Francis. “We think it’s a pretty good spot to be.” Management values the employees and does all it can to protect them. Safety is the primary focus at SPAAR and it was one of the first COR-certified drywall companies in Alberta. It’s an important part of the culture and SPAAR takes its safety responsibilities seriously. Spaar40Ad_PRINT.pdf 1 2021-08-16 2:31 PM
Congratulations to SPAAR Inc. on their 40th Anniversary C
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It all started 40 years ago. One man, a truck, a garage, and a commitment to quality.
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Proudly Canadian Providing Quality Paints & Coatings and Expert Advise to Canadian Communities since 1933 22 store locations in Alberta to serve you. www.cloverdalepaint.com
Steffen Holdt, Marko Holdt, Chris Francis, Kyle Follett, Cliff Francis and Skylar. Photo by Zev Vitaly Abosh.
It also takes innovation seriously, and SPAAR has utilized technology to improve estimating, scheduling, production and financial accounting. With the help of its in-house software engineer, the company integrated software solutions to facilitate efficiencies and to bolster SPAAR’s tech plans moving forward. “We’re selling a solution to our clients and by embracing technology and thinking differently than our competition, we create less stress on our equipment, less stress on our people and improve our overall efficiency as an organization,” says Follett. SPAAR’s efficiency and quality has led to a significant volume of work but the team still has an appetite to grow. They aim to be Western Canada’s leading service provider, and they are open to suitable opportunities to expand geographically. In the meantime, the team will continue to improve and expand its product and service offerings, foster relationships with valued long-time clients, and lead the industry by example with quality standards and safety protocols. SPAAR has come a long way since Harald Holdt’s oneman operation, and the team couldn’t be prouder to carry his legacy of quality and service into the next 40 years.
EDMONTON OFFICE 3847 Roper Road NW, Edmonton, AB T6B 3S5 (780) 485-8033 | info@spaar.ca www.spaar.ca
SPAAR || Celebrating 40 years || 6
Environmental Science and Engineering Advisory
PEOPLE COME FIRST AT TRACE ASSOCIATES INC.
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by Rennay Craats
hen Darrell Haight and Rhonda Smith founded their environmental consulting firm in 2006, they wanted a meaningful name that reflected not only what they do but also who they are. They landed on “Trace” for its scientific definitions paired with their responsibility to trace the history of the land to understand contamination. The rest of the name speaks to who the company is. Rather than limiting the future scope of the firm by calling themselves Trace Environmental, Haight and Smith instead wanted it to be all about the people. Trace Associates Inc.’s (Trace) focus on people has been a major factor in its success and growth over the past 15 years.
“The thing that stands out about us is the people we have,” says Darrell Haight, CEO and co-founder of Trace Associates. “We’re employee-owned, and we want people to get involved in the business. Some of our best ideas come from every corner of the organization.” First as colleagues then as co-founders, the two dreamed of establishing a firm that did things differently and have attracted a group of likeminded and diverse people to join them. “For me, it was about having a bit more control over my own destiny and choosing who I work
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with from a colleague perspective and also a client perspective,” says Rhonda Smith, COO and cofounder of Trace. The colleagues came easily. Ryan Bull was Trace’s first employee and partner, and he and the founders approached others in the industry about the opportunity to build a new firm from the ground up. Carlene Meeks had been considering a move from a large engineering company and was drawn to Trace’s small-company culture and joined the fold early in 2007. Jason Hampson worked with Darrell, Rhonda and Ryan previously, so when Bull and Haight reached out the timing was perfect, and he joined Trace shortly after. The five original employees quickly grew to 17 people by 2008. Just as Trace gathered steam, the world plunged into a recession, and the fledgling firm’s clients began putting projects on hold to try to ride it out. Trace had to let five staff go, and that decision weighed heavily on the partners. They vowed that they would never be in that position again, and they’ve been true to their word. “We’ve hit two or three recessions since, and we haven’t laid people off,” says Haight. “We take a 10 per cent salary cut across the board, put the RRSP program on hold, cut expenses, tighten up spending everywhere and we focus on being positive, keeping the team together and coming out of it stronger.” While other firms scrambled to hire and replace the people they let go during downturns, Trace’s team remained intact and positioned to ramp up quickly and effectively when the economy improved. Trace avoided layoffs throughout the major recessions, as well as COVID-19, through flexibility, adaptability and diversification. “There have been some ups, but we’ve hit some of the biggest downs in history over the past 15 years without cutting staff, and that’s what I’m most proud of. It’s amazing what we did coming out of a COVID year, the size we were and still we made it through without layoffs. To me, that’s the biggest accomplishment we’ve had,” says Jason Hampson, principal scientist and partner at Trace. When Trace started, it focused primarily on assessment and remediation projects for upstream oil and gas clients. After the 2008 crash, the founders continued to serve those clients while looking at other markets into which they could expand. “We’ve done everything from small oil and gas well sites to some of the largest municipal developments in Alberta to the largest major pipeline projects in Canada. We hear from clients
that they appreciate that we can provide the service of a boutique firm with the capacity of a large firm,” says Darrell. Today’s Trace is prominent in the agriculture, oil and gas, renewable energy, real estate development, industrial, mining and government services markets and offers expertise in emergency management, sustainability/ social responsibility, remediation, reclamation, risk assessment and hydrogeology, as well as information services and GIS mapping, natural science and regulatory and inspection services. If the project is in Canada and has an environmental component, it is likely that Trace can help. “We diversified geographically as well. Within the first year Darrell moved to St. Albert and started an office there which helped us have more capability to do northern work,” says Carlene Meeks, director of quality and partner at Trace. “We grew in our services and market sectors. We would focus on a new service or market, and then build the next.”
TRACE ASSOCIATES INC. • 15 YEARS • 2
Congratulations Trace Associates Inc. for 15 Years of Success! We thank Trace for their unparalleled dedication to environmental practice.
Environmental Careers Organization (ECO) Canada is the steward for the environmental workforce across all industries. From job creation and wage funding, to training and labour market research, we champion environmental careers. Visit www.eco.ca to learn more about our employment programs and workforce solutions.
Thank you to our funders for making these programs possible.
Co-founders Rhonda Smith and Darrell Haight.
Since the beginning, Trace pushed staff to be involved and not only invited input from all areas but also implemented many of those ideas. The leadership allowed remote work long before the technology made it easy and has remained flexible with hours to help staff live balanced, fulfilling lives. It also supported relocation which often led to new branches of Trace. The company has a staff of more than 100 with 22 partners and a presence in eight Western Canadian cities – Kamloops, St. Albert, Grande Prairie, Lethbridge, Saskatoon, Regina, Davidson, Stettler, Meadow Lake and Didsbury field offices and the headquarters in Calgary. The founders are exploring future opportunities to push east to become a national operation as clients are already pulling them into Ontario. Trace’s goal has always been to be the best place to work and this desire attracts the best professionals in their fields. Once people join Trace, management works hard to build a company at which staff want to retire. This is the highest praise, and the founders are proud of the team they have assembled and the incredible culture Trace has created. The culture stems from its core values – Safety, Excellence, Balance – and the purpose statement of the company: “Helping you have a great life.” Trace works hard to live that purpose daily. “We realized that we are a purpose driven company and we truly want our people, clients and suppliers to have a great life – whatever ‘great’ means to them,” says Smith. To support the purpose, the partners introduced annual themes like “Simplify,” “Open our Minds” and “Positivity” to empower and guide the team. They also give back to the communities. In the early days, money was tight so the firm donated
their time, and the staff continues to volunteer for a variety of causes across locations. Trace donates one per cent of its profits to a variety of different charities every year and gives staff a dollar amount to donate to causes that are meaningful to them. Staff can also participate in the annual social media contest by creating fun and creative YouTube videos about their work, and the team receiving the most views wins $1,000 for their chosen charity. As it’s grown and matured as a company, so has its commitment to diversity, equity, inclusion and Indigenous engagement. Trace is committed to Canada’s Truth and Reconciliation Committee’s Calls to Action and has recently joined the Progressive Aboriginal Relations program as a step in reconciliation. “We believe we have the responsibility to learn and do better,” says Haight. Through holiday and theme parties, team building events, philanthropy and the engagement of staff in the company’s direction, Trace has created a culture that puts people first. “We’re 15 years in business now and feel like we are just getting started,“ says Haight. “We are still enjoying what we do and can’t wait to see what we can achieve in the next 15 years.”
Suite 300, 37 Richard Way SW Calgary, AB www.traceassociates.ca
TRACE ASSOCIATES INC. • 15 YEARS • 4
Sterling Goodchild, Len McCullough, Tasker Goodchild, Tom Goodchild and Carolyn Goodchild. Photo by Rebecca Lippiatt
SAWMILL:
WE HAVE A STEAK IN YOUR FUTURE FOR 45 YEARS, SAWMILL HAS BEEN A PART OF OUR HISTORY. NOW IT’S POISED TO ENTICE THE NEXT GENERATION OF DINERS. BY NERISSA MCNAUGHTON SAWMILL RESTAURANT GROUP
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Photo by Rebecca Lippiatt
S
awmill is a big part of the history of Edmonton. Launched by Tom Goodchild November 7, 1976, the original and subsequent locations that spread across the province always enchant with the brand’s signature wooden beams and elevated rustic charm. And the beef! It just can’t be beat. Canadian beef combined with an ageing and preparation process proprietary to the steakhouse have kept diners flocking to the restaurants for decades. There is a danger in having such success early on; a restaurant can fall back on the tried and true and never progress – but not Sawmill. Tasker Goodchild, STEAKholder, is taking Sawmill through its newest evolution while retaining all of the charm that made its first iterations such a triumph. Tasker aspired to work with his father in the restaurant business since he was six years old. He started in the industry outside the family business in his early years while living in Florida working for several independently owned restaurants as well as a global chain. Washing dishes, cooking, and waiting tables is how he got started in the business, just like his father. Tasker moved back to Edmonton to joined the family business in 1995, and in 2013 sold a couple of pieces of real estate and borrowed money from a dentist and an auto body repair shop, to vest in several new locations.
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“Sawmill has been a place where friends, family and business associates have come together for literally generations to celebrate, commemorate, and negotiate business,” says Tasker. “For the past 45 years, for its teams and the communities they serve, Sawmill is a second family. We have built friendships that have lasted a lifetime, and it’s also where I met my wife!” As a lead STEAKholder, Tasker is determined to keep the legacy going, and to show patrons that Sawmill and the new Mill Craft Bar + Kitchen, in the words of Fort Saskatchewan General Manager, Corey Norgren, are “better together.” “There are eight locations across Northern Alberta, including our catering kitchen where we have just introduced a ghost kitchen concept called Market by Sawmill,” Tasker explains. “Sawmill gift cards are in more than 275 retail outlets and our Sawmill sesame steak sauce has sold more than 330,000 bottles in the last 12 months from 800 retailers in 141 cities in British Columbia, Alberta, Saskatchewan, Manitoba and Ontario. We are in all the major grocery chains (Save-On-Foods, Safeway, Sobeys and more) along with independent grocers like The Italian Centre and Freson Bros.” Before the end of this calendar year we will introduce to market our signature Sawmill Caesar salad dressing, prime rib rub, and blackening spice to retail locations.”
The secret sauce to a great partnership. Delicious products, and great friendships... what more could a distribution partner ask for? Here's to another 45 years of success, and bringing Sawmill products across Alberta and Canada.
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Congratulations on 45 years
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From your proud partners at Curve Distribution. 25 5 0
Sawmill 45th Anniversary Ad Final File - Print CMYK August 23, 2021 2:00:25 PM
SAWMILL RESTAURANT GROUP
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Congratulations Sawmill Restaurant Group on your 45th Anniversary!
www.arterracanada.com
Photo by Salt Food Photography / Shallon Cunningham
The past year and a half was arduous on the restaurant industry; Sawmill dug into its creativity and entrepreneurial roots and used this time to develop a new dining concept to complement the brand. 780-469-9999
Congratulations On 45 Years
Sawmill Restaurant Group Western Budget Leduc #1 780-986-1920
Western Budget Ponoka 403-783-8382
Western Long Stay 780-446-8130
Western Budget Whitecourt 1 & 2 780-706-2030
Western Budget Leduc #3 780-980-5277
Western Budget Whitecourt 3 780-778-6692
www.westernbudget.net
Western Budget Motels wants to thank the Sawmill for their many years of great food and excellent hospitality. Congratulations on your 45th anniversary!
Congratulations to Tom, Tasker, Len and the rest of the Sawmill team. Proud to serve you as a wine partner for most of your years.
SAWMILL RESTAURANT GROUP
“Recognizing that several of our properties have large footprints, we hatched the idea to do something new to the province of Alberta by having two great concepts under one roof. As with anything in life, ideas come easy, but it took team of people, committed to the vision, to develop The Mill Craft Bar + Kitchen.” He continues, “We’ve recognized the landscape of hospitality has shifted to a more casual style of dining so we developed something that would appeal to this market. What can you expect at The Mill Craft Bar + Kitchen? An elevated, social and relaxed atmosphere where you can mEAT friends after work for good conversation, great food and even better drinks, with the quality you would come expect from Sawmill. Aimed at a broader demographic, there will be lighter fare, shared bites, Alberta craft beer, and seasonal cocktails. It’s the next generation of dining for the next generation of Sawmill patrons.” Tasker adds, “We’ve been fortunate to have very long-term people committed to the Goodchild family and the Sawmill Group including; Corporate Chef Joe Ferreira; who has been key in providing
www.markanthonywineandspirits.ca
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“It’s the first new concept for us since Tom Goodchild’s Moose Factory opened in 1996,” says Tasker. “I’m proud to present The Mill Craft Bar + Kitchen. Over the last year we have worked with Chris Krock from CDK Hospitality Consulting and together we developed an idea that would give our group another concept that would appeal to a broader scope of diner.
45 YEARS
Photo by Salt Food Photography / Shallon Cunningham
Photo by Salt Food Photography / Shallon Cunningham
the highest level of quality to our signature Sawmill dishes. Joe was instrumental in working with Chris to make the The Mill Craft Bar + Kitchen menu one of which we could be proud. Paul Doucette, Partner and General Manager of Sawmill Catering Center and Market by Sawmill, coined the phrase, ‘Service is not an industry, it’s a state of mind.’ Also following in his father’s footsteps, Sterling Goodchild, has proven his level of commitment and leadership ability as General Manager of the Leduc Sawmill location. In addition, we have a tremendous team who continuously demonstrate commitment and dedication to this brand.”
friend to my father and I and we both hold him in very high regard. While Len has been in the role of Director of Operations since 1996, he held other senior management roles prior, overseeing multiple operations. Over the years Len has sacrificed time with his wife Deborah and three children to be there when the company needed him. He has always puts others before himself, recognising the team for their success and wins and has never accepted credit when credit is due. His natural talents and ability to build teams and adapt to change and resource solutions has allowed Sawmill to grow, adapt and change as our industry has done over the years. There hasn’t been a single challenge he hasn’t accepted or project too large, from the Edmonton Indy, Grey Cup, and the Edmonton Elks, to selling franchises and constructing new locations… all with a smile and a positive can-do attitude.”
He pauses to reflect on Director of Operations, Len McCullough. “He has dedicated almost 40 years of his life to the Goodchild family and The Sawmill Group,” says Tasker. “He has become a very close
Canada Beef congratulates the Sawmill Restaurant Group on 45 years of success. Serving great tasting Canadian beef.
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SAWMILL RESTAURANT GROUP
2021-08-26 8:07 AM
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There is very special team member that is returning to The Sawmill Group, and this one holds a special place in Tasker’s heart. “I’m very excited about Carolyn Goodchild returning as the special event coordinator and reservation concierge,” he smiles. “I started at the original Sawmill when I was 18, where I met my husband Tasker,” says Carolyn. She took
Robert McRitchie Senior Commercial Insurance Specialist Tel: 780.990.6986 robert.mcritchie@federated.ca
Proud Partner of Sawmill
The Sawmill & The Mill Craft Bar + Kitchen – 4810 Calgary Trail South. Photo by Rebecca Lippiatt.
a career break from both the hospitality industry, and later the oil and gas industry, to raise their two children. Carolyn’s attention to detail, creativity, love of hospitality fuels her passion for delivering memorable guest experiences.
Building a community, one meal, one event, and one partner at a time, takes dedication. Building one that lasts decades is an accomplishment – we are proud to be a part of that community.
Congrats on this milestone and best wishes for many more!
www.pcclease.com
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Sawmill’s legacy endures then, now, and into the future with recognitions and awards from decades of hard work beyond, including but not limited to Consumer Choice, Rotary International, Open Table, Alberta Beef Producers and Business in Edmonton Leaders. “To be recognized by your peers is very humbling,” concludes Tasker. “Running a successful business is about surrounding yourself with smart and talented people. We are only as strong as the teams we build, and we have been fortunate over the years to have had very dedicated and loyal people work for the brand, which is why we are still here today. The Sawmill Group remains committed to a core value of personal and professional development and we work hard to inspire our teams.
Congratulations At Mowbrey Gil, we care about the success
of our clients. We’re celebrating our friends at The Sawmill Restaurant Group for 45 years of
exceptional service and culinary excellence in the hospitality industry.
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mowbreygil.com
“Whether you love the dining experience of the Sawmill, the new concept of The Mill Craft Bar + Kitchen, a personalized catered experience, or Sawmill sesame steak sauce for your pantry, we are here to add flavour to your life.” Learn more at sawmill.ca and follow us on Facebook @sawmillrestaurant @themillcbk, Instagram @sawmillrestaurant @themillcbk
Book your next corporate meeting or event with Carolyn Goodchild. 780.437.5616 ext 227 • cgoodchild@sawmill.ca
4 private rooms to choose from with seating capacity from 10 to 150 people plus a 24 seat boardroom.
On behalf of the Goodchild Family and The Sawmill Restaurant Group thank you Edmonton for your support over the last 45 years. BY SAW M ILL
SAWMILL RESTAURANT GROUP
45 YEARS
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