It’s all
about trust, recognition and camaraderie
While the global pandemic may be fading in the rearview mirror, the world of work has forever changed. Ottawa’s top employers recognize that what were once perks, such as flexible hours and a hybrid work environment, are now essentials.
And regardless of how they define “workplace,” the focus for Ottawa’s Best Places to Work is on building a team and a “family.” This means more than social nights or pizza lunches, but instead revolves around recognition, professional development and transparency about the business.
Each of the companies in Ottawa’s Best Places to Work for 2023 has made a commitment to listening to employee feedback and investing in the well-being of staff. Whether in software development, construction, fundraising or real estate, all of the companies believe in a culture of transparency and acknowledging good work. —By
Melanie Coulson
1
ORANGUTECH
Established in 2003, Orangutech specializes in Microsoft-centric services and software. Its workforce mantra is “big company perks, with small company connection.” Although Orangutech boasts a state-of-the-art office in downtown Ottawa, the decision about where to work remains with the employee.
Dubbed the “O-Folk,” Orangutech’s team thrives in an environment where connections run deep and everyone is family. This closeknit atmosphere is cultivated through twiceweekly all-hands meetings, where personal stories reign. Annual multi-day company retreats (most recently an overnight in the Thousand Islands) and regular social events are testament to the company’s belief in fostering interpersonal bonds.
With a team of about 30 professionals, Orangutech ensures its employees are at the forefront of industry innovations. The Orangutech University and its AI product suite demonstrate the company’s commitment to professional growth. The company also offers a leadership development training program and reimbursements for professional development.
Proactive health programs, such as guided meditation and yoga sessions, underpin Orangutech’s dedication to holistic employee well-being.
Orangutech believes in recognizing achievements. Its “winners circle” is a digital and physical celebratory space where people announce an achievement, recognize contributors and take a fun pic. The achievements are celebrated quarterly and added to a scrapbook. Work anniversaries are celebrated with lunches and personalized gift cards. Orangutech also celebrates the birthdays of employees’ children.
Orangutech conducted a full benchmarking market scan of all roles that resulted in a 13 per cent upward adjustment of base salaries to be above market value. The company increased minimum vacation from three to four weeks and introduced RRSPmatching. Health benefits were significantly enhanced at no cost to O-Folk.
2DATAKINETICS
While DataKinetics has cemented its reputation as a leading technology company specializing in mainframe performance optimization for Fortune 500 companies, what sets it apart is its commitment to creating an inclusive and nurturing workplace.
With regular training programs and advancement opportunities, each individual is empowered to scale new professional heights. Competitive compensation packages, attractive benefits and recognition programs ensure dedication is rewarded.
From virtual escapes to creative contests, there’s never a dull moment. Long-term
commitment is cherished, with the Applauz platform recognizing birthdays, work anniversaries and personal milestones. However, DataKinetics employees likely won’t be celebrating their birthdays in the office — they get those days off.
DataKinetics recognizes the importance of holistic health care and strives to provide a supportive environment. A wellness support program encompasses a range of coaching services to address various health concerns. DataKinetics also offers a health spending account that allows employees to claim expenses not covered under the company’s health plan.
When it comes to volunteering, the company matches employee donations and employees can work in community service during work hours.
One of the cornerstones of DataKinetics’ workplace ethos is the “positive workplace environment” policy. It promotes a workspace free from discrimination, harassment and violence and advocates for a culture that respects the dignity of every individual.
DataKinetics takes proactive steps to embed diversity, equity and inclusion (DEI) within its operational DNA. An established inclusion team, in collaboration with thirdparty consultants, delivers comprehensive cross-cultural competency training to the entire staff.
3MP LUNDY CONSTRUCTION
Employees at MP Lundy will say the business is more than just a construction company; it’s a family built on values, trust and culture.
The company’s ethos revolves around fostering strong relationships. This dedication to relationship-building extends to its projects, ensuring an engaging and positive client experience.
Despite the fierce competition for talent in the construction sector, MP Lundy has maintained a close-knit team of 35. Where MP Lundy shines brightest is its organizational culture and unwavering commitment to core values: courage, caring and teamwork.
Each hire at MP Lundy is considered a part of the family. Potential employees are evaluated not just based on their skills, but how well they align with the company’s core values. This approach ensures that teams collaborate and has created a workspace where individuals are motivated to give their best, driven by shared goals and common values.
The company believes in hiring the best person for the job. This equal opportunity philosophy has fostered a diverse and dynamic workforce. Besides promoting an inclusive work environment, MP Lundy rewards its employees with salaries above
the industry average, bonus plans, health benefits, retirement programs and flexible work schedules.
Career advancement and development opportunities are abundant, ensuring that every employee can achieve their best potential.
MP Lundy knows the importance of spending time together outside of work. The company’s annual Christmas party provides staff and their partners with a night of dining, dancing and relaxation. In the summer, the company dives into sports, with softball being a favourite. The annual town hall meetings are infused with fun, as seen in the company’s unique version of “Lundy Jeopardy.”
4INSIDE EDGE PROPERTIES LTD.
Inside Edge Properties covers every aspect of the real estate investment and management process, from asset management and project management to finance and leasing.
At Inside Edge, the mantra for employees is trust and autonomy. Employees are not just workers; they’re valued members of a collaborative community. Leadership doesn’t micromanage; instead, it empowers. Employees
have the freedom to make decisions and bring their expertise to the forefront, ensuring that projects are executed efficiently.
Inside Edge prioritizes staff engagement, fostering a transparent communication environment. It holds quarterly town hall meetings, team-building activities and the leadership team has an open-door policy.
The workspace at Inside Edge exudes
creativity and comfort. The company’s advanced technological infrastructure, featuring cloud computing, user-friendly HRIS, dedicated task-management software, and top-notch videoconferencing facilities ensures seamless and efficient operations.
The company promotes a healthy work-life balance by offering a flexible work program that allows 20 per cent remote work
per week. Inside Edge understands life’s challenges and offers flexible schedules to accommodate personal needs. Professional growth is also a priority. The company covers professional development costs and looks to promote from within.
Inside Edge offers competitive salaries, annual bonuses and a benefits package with 100-per-cent employer-paid health and dental premiums. Its retirement plan ensures its employees’ futures are secure.
Inside Edge’s core values include performance, integrity, expertise and leadership. Inside Edge leverages the diverse skills of its employees and provides complete transparency and compliance with regulatory standards. It encourages leaders and employees to share knowledge to foster professional growth. There is a streamlined hierarchy at the company and leaders are encouraged to lead by example.
The work culture isn’t just about work; it’s also about celebrating together. Be it a free monthly lunch catered by local eateries, quarterly all-staff events like axe-throwing or white-water rafting, or family-friendly festivities, the company ensures a cohesive and fun-filled environment.
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DataKinetics believes “culture eats strategy for breakfast”
Focusing on people first makes them one of Ottawa’s Best Places to Work
Why is DataKinetics one of Ottawa’s Best Places to Work?
“For us, it’s one word: culture,” says Allan Zander, CEO of the tech company that’s been serving Fortune 500 financial companies for nearly 50 years.
It’s why he and his team appreciate management consultant Peter
Drucker’s famous quote “culture eats strategy for breakfast.”
And based on the frequency of unsolicited compliments Zander’s leadership team gets from their staff and customers it’s a winning strategy.
“We often hear things like ‘I wish all companies were more like you’ and ‘This is the best support I’ve ever
received,” said Zander. “These are unsolicited quotes we’ve heard dozens of times over the past 10 years.”
The biggest lesson Zander and his leadership team have learned is this: you’re only as good as your people. It’s why they’ve built a crack team of innovative thinkers to serve their existing customers and new markets as they continue to diversify and chase exciting new opportunities.
People before profits
At DataKinetics, good pay, benefits
and perks are just the beginning to their people-first work culture.
“We foster our team’s camaraderie by hiring the right people who blend together well,” said Randy McCoy, DataKinetics ‘huggable’ CFO, who also happens to head their HR department.
They do that with weekly corporate lunches, in addition to offering perks like extra days off at Christmas and on your birthday, RRSP matching, and regular opportunities to nab a couple of Sens tickets, to name a few.
The results speak for themselves. “The team’s loyalty says it all,” said McCoy. “Our founders are still active board members and we just honoured four employees for decades-long service milestones.”
This people-first strategy also paid off during the pandemic, with the team’s camaraderie making it easy to pivot to working from home while improving their productivity.
“Many people in my network struggled with losing staff during the pandemic,” said McCoy. “But DataKinetics benefited from the tremendous loyalty we’ve built over the years and didn’t suffer the turnover that others did.”
What’s clear is that the camaraderie and trust comes from leadership setting the example of leaving their egos at the door.
“Open communication, feedback, transparency and a true sense of team accomplishments really go a long way to leveling the playing field for everyone to feel comfortable and perform at their best,” said McCoy.
They credit Zander’s conversational communication style in particular. “Allan trusts everyone to do the right thing, seeks input, sets a consistent direction and approach and then gets out of the way,” said McCoy. “People respond better when they know what to expect.”
And what the DataKinetics team can expect are opportunities for personal and professional development, as well as an open and flexible communication style and organizational structure.
“Fun and humour go a long way here. Even when things have been challenging, we’ll find a way to get a chuckle out of each other,” said Zander.
When you take care of your team, they take care of your customers While Zander is credited with knowing everyone’s name and taking pride in being approachable, he’s no stranger to a punchy line when it’s called for, like the way he encapsulates his team’s commitment to customer service.
”The sun never sets on a customer on fire,” he says.
Make no mistake, no one on this team — especially the chief products officer Larry Strickland, who happens to be a volunteer firefighter — is dousing flames every day, anything but.
But if there is a fire to put out, being customer-centric means they don’t care who started it.
“Sometimes we work hard only to find the problem isn’t with our product, but as long as we’re making
COMMITMENT TO CHARITY
DATAKINETICS SUPPORTS:
• The Ottawa Hospital
• The United Way
DATAKINETICS HAS:
• 46 year uninterrupted contributions streak
• a record 100 per cent employee participation rate to a couple of these, second to none in the tech sector here in Ottawa
DataKinetics matches employee’s other charitable contributions (like Cycle for CHEO).
OUR PEOPLE VOLUNTEER:
• as board members in charities
• with their churches
• to help new Canadians
• to fight fires
our customers happy, we’re happy,” said Strickland. “I often hear, ‘I wish more companies were like you’ for the outstanding quality of the products and the support my team provides.”
The sense of pride they feel after a customer thanks them for receiving after-hours support helps set the bar that will take DataKinetics into the future.
“We never stop reinventing ourselves,” said Zander, speaking to
how their core values of innovation, drive and execution have kept them in business for 45 years.
“We have several irons in the fire with new customers, partners and diversification initiatives that can really accelerate our future growth.”
If you’re looking to work with great people at a great company where the CEO knows everyone’s name, you can contact DataKinetics here.
www.dkl.com/company/careers/
Why their critical mission makes The Ottawa Hospital Foundation one of Ottawa’s Best Places to Work
By focusing on employee growth and a team approach, fulfilling their purpose will become a reality
President and CEO Tim Kluke is very clear about what makes The Ottawa Hospital Foundation — the fundraising arm of The Ottawa Hospital — one of Ottawa’s Best Places to Work.
“Core to our employee value proposition is a focus on employee growth,” said Kluke. “We encourage everyone on the team to keep learning, and we want to give everyone the opportunity to spread their wings.”
It’s also about a dedicated group
of people who are motivated to be a part of a once-in-a-generation opportunity. Over the last five years, the Foundation team has expanded in preparation for the Campaign to Create Tomorrow – the $500 million fundraising effort to build the city’s new state-of-the-art hospital and fuel groundbreaking research.
Meeting this audacious goal means the Foundation’s team is helping reshape healthcare for generations to come — a tall order that for them is an honour to fulfill.
It’s why Kluke said being recognized as one of Ottawa’s Best Places to Work is a “reflection of how we feel about what we are doing, how we are doing it, and who we are doing it with.”
This close-knit team of professionals and community leaders are passionately committed to inspiring, enabling, and celebrating community support for The Ottawa Hospital.
A testament to their success is the work that goes into building lifelong relationships with their donors. That’s what drives the team to raise funds to save lives and help patients live better, longer lives.
“Many of us have a connection to the cause ourselves — whether it’s a family member who’s received care at the hospital or we’ve been there alongside a donor as they or a loved one has faced a medical emergency — this fuels our primary purpose of fundraising,” explains Kluke.
Ultimately, that’s the main source of job satisfaction for staff – their work will change the way healthcare is delivered for generations to come.
Growth strengthens the team’s mandate
To tackle such a significant fundraising campaign, the team needed to grow — it needed to recruit more like-minded people. And it’s apparent that not only are donors stepping forward to stake a claim at this moment in time, but so are those professionals who want to help the fundraising efforts.
“Our mission is what attracts amazing people to work at the Foundation — who wouldn’t want to be a part of the largest fundraising campaign in our city’s history?” said Shelley Crawford, vice-president of finance and administration. “The priority we place on culture also resonates with people we’re trying to recruit: we’ve got a living document (our Culture Code) as a guide.”
Expanding the team gave the Foundation the opportunity to define and develop the kind of work culture they’ll need to carry them through.
“The staff worked together to craft a code that defines our core values,” said Crawford. “The people who work here put their heart and soul into the work they do and that’s where our culture code comes in.”
In addition, Foundation leadership has worked to build a positive culture of its own, focusing on everything from setting goals and objectives, to staff development, recruitment and retention.
Supporting employees through health and wellness
It should come as no surprise that a hospital foundation would make employee health and wellness a priority — whether it’s ensuring everyone’s home office is ergonomic, or checking in to make sure they have what they need to do their job.
“We place a lot of importance on ensuring our people are comfortable and have the resources they need,” said Kluke.
Supporting mental health is a key pillar for the Foundation because staff are often meeting with donors who have experienced a tragedy or loss.
It’s why their next staff retreat will feature a speaker who’s going to talk about how to handle those experiences. “We want to help them learn how to cope with hearing these heart wrenching stories, instead of just holding it in,” she said.
Staff, like donors, understand that while these emotions can be difficult, they’re a source of inspiration for creating a healthier tomorrow that delivers better outcomes for patients.
Making time for fun
While the work the Foundation team does has a profound impact on the city, they also make room for fun and team bonding experiences inside and outside of the office.
To keep their family-like connection strong, they have a robust and creative social committee who make a point of celebrating their successes, like with a New Year’s party they host on March 31 to celebrate their fiscal year.
“It was funny the first year we did it, because staff had no idea what was happening,” laughed Kluke. “They came in and saw party hats, streamers, great food, as well as chocolate and strawberry mocktails. Now it’s become a tradition.”
While the team continues to evolve and grow as they tackle the city’s momentous fundraising campaign, part of what makes The Ottawa Hospital Foundation a great place to work is the man leading the charge, said Crawford, who unbeknownst to Kluke, made sure his dedication and leadership was properly recognized.
“Tim is an exceptional leader, an accomplished businessperson and strategist, but also a thoughtful, genuine and authentic human being,” said Crawford. “He sets the ‘tone at the top’ and much of the credit for our organization’s incredible culture is because of his leadership.” ohfoundation.ca/careers/
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5DECISIVE GROUP INC.
Decisive Group emphasizes the importance of enjoying the journey. From concise mission and vision statements, to leadership embodying and reinforcing the company’s values, there’s a synchronized harmony. The onboarding process is a testament to this, with new recruits introduced to the heart and soul of the company. The emphasis on social responsibility and ethical practices accentuates the company’s dedication to corporate governance.
Decisive Group isn’t just about work; it’s about enjoying what you do and being a part of something significant. Regular celebrations, whether for holidays, milestones or achievements, infuse joy into work. There are weekly catered lunches, on-site arcade games and spirited rounds of basketball, Mario Kart and Golden Tee. The office has installed an outdoor remotecontrolled racetrack.
Decisive Group understands employee appreciation goes a long way in motivating and retaining talent. It conducts a “celebration survey,” allowing employees to communicate their preference for recognition. The firm boasts a best-in-class eNPS score, consistently ranking in the top 10 for five consecutive years.
Decisive Group acknowledges the
underrepresentation of minority groups in the tech sector. Onboarding includes a course in understanding diversity and inclusion. The company holds training programs and dedicated spaces for conversations, such as the Decisive Women group, focusing on promoting women in IT. There is also a leadership development program about creating an inclusive work culture.
Decisive Group also believes in a strong work-life balance, with separate banks for vacation, sick and personal days. There are four-day work weeks throughout the summer, new baby leave and compassionate leave.
6FELLOW
Through its state-of-the-art platform, Fellow empowers professionals globally to optimize meetings, thereby increasing productivity and fostering coherent teamwork.
Fellow says the diverse tapestry of its workforce reflects the global audience it serves and that this diversity isn’t just its strength, but its identity. From varied countries and cultures, every Fellow member is passionate, innovative and driven.
Fellow seeks talented individuals from diverse backgrounds. Fellow fosters a growth culture, supporting every team member’s learning and progress. The principle of “team-first” infuses retention strategies, focusing on trust, mutual respect and shared accountability.
Fellow encourages experimentation and exploration. Through open communication,
and manage bookings, while prospective renters can select from a broad spectrum of options based on size, amenities and budget.
But behind this streamlined user experience is a team of dedicated professionals whose well-being is RVezy’s top priority. RVezy’s commitment to its employees is evident in its nurturing and inclusive work environment. The company is built on a strong foundation of care, support and mutual respect.
By offering flexible work arrangements and prioritizing work-life balance, RVezy demonstrates its understanding of modern work dynamics. Opportunities for personal growth and skill enhancement are abundant, ensuring that every employee has the tools and resources to excel.
The principles guiding RVezy’s operations are values embodied by every team member.
everyone is encouraged to share, leading to breakthrough innovations.
With a dedicated professional development budget for learning and skill enhancement, Fellow ensures its employees are always at the cutting edge of their areas of specialty.
Embracing a remote-first workplace culture, Fellow offers its employees the luxury of balancing work and life seamlessly. Comprehensive benefits, from health coverage to parental leave, make sure every Fellow member feels valued.
However, Fellow knows the value of social connections, whether it’s the excitement of the annual all hands hackathon, the fun of monthly remote social events, or the anticipation of the quarterly city-based meetups.
Positive customer feedback is testament to Fellow’s commitment to excellence. But internal feedback is equally cherished. Whether it’s through weekly shoutouts during all-hands calls or Fellow’s prestigious quarterly MVP-style award, the company ensures every achievement gets the limelight it deserves.
All feedback is valuable at Fellow and every suggestion considered. Initiatives like the tenure-based vacation structure showcase the lengths Fellow goes to ensure its employees feel recognized.
7RVEZY
Dubbed the Airbnb for RVs, the genius of RVezy lies in its simplicity: RV owners list their vehicles, set their prices
RVezy understands the significance of engagement. Activities like “Office Olympics” foster team spirit, while quarterly hackathons stimulate creativity. Additionally, team and company retreats in varied locales offer refreshing breaks from routine.
Through the BucketList rewards platform, team members recognize one another’s efforts. Spot rewards, opportunities for growth and tokens of appreciation for milestones further motivate employees.
Maintaining open communication channels is pivotal. The company consistently seeks feedback from its employees, resulting in impactful changes like the introduction of quarterly hackathons, enhanced benefits and the invaluable yearly RV rental perk. “Ask Me Anything” sessions with senior leaders underscore the company’s commitment to transparency and open dialogue.
Prioritizing well-being, fostering a culture of inclusivity and growth, and ensuring a harmonious balance between work and leisure, RVezy isn’t just an employer — it’s a community.
8STONEWORKS TECHNOLOGY INC.
Stoneworks Technology services enterprises of all sizes, ensuring its clients have optimal technology solutions tailored to their current and future needs. Stoneworks embodies a “pay it forward” philosophy that manifests in top-tier solutions for its clients, but also in the work experience it offers employees.
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WCG Employment Ontario Ottawa & the Eastern Collaborative
WCG is driven to CHANGE LIVES
Funded by MLITSD, Government of Ontario, and Government of Canada and strengthen communities by adding value for both job seekers and employers. We o er innovative, community -based, and e ective solutions to meet today’s workforce challenges. WCG has been partnering with governments and local
agencies across Canada to create sustainable employment opportunities for people, businesses, and communities for over 25 years. We provide job seekers with the support and programs they need and connect employers to their next great hire.
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From supporting various community initiatives to creating an enriching workspace, Stoneworks believes in giving back. Employees are not only committed to the overarching team goals but are also deeply invested in each other’s success. Milestones are celebrated, achievements are recognized and a family-first approach ensures that the work environment is supportive and warm.
Employees are encouraged to set personal learning and development goals. Moreover, the autonomy granted to employees fuels creativity and innovation, with the added assurance of a solid team ready to assist. Stoneworks offers its employees a flexible work model — they enjoy the freedom to manage their schedules, attend appointments or work from home.
At Stoneworks, the founders are actively involved in nurturing this culture. Jody Burton, Stoneworks’ CEO, participates in the company’s “Dare to be Vulnerable” panel advocating mental health awareness.
Stoneworks believes in celebrating successes, big or small. Depending on the scale of the accomplishment, employees can earn bonuses, incentives or even passes to major industry trade shows, ensuring continuous growth and learning.
The company places a strong emphasis on team bonding. Events like the “Battle Axe,” the summer BBQ, or even a trip to Mexico for team members and their partners ensure that the team stays connected. Major work milestones are acknowledged, making longevity at Stoneworks not just a journey but a rewarding experience.
9DILFOMECHANICAL
With more than 40 years in operation, DILFO Mechanical, a familyowned and operated business, offers employees an atmosphere that nurtures talent and fosters growth. With services from HVAC to plumbing, employees are exposed to diverse projects. DILFO ensures new team members are paired with mentors. One of DILFO’s core tenets is teamwork. It fosters a culture that promotes sharing, questioning and collective problem-solving. Diverse backgrounds are not just accepted but celebrated, resulting in a tapestry of experiences that contributes to innovative solutions.
This collaborative approach extends beyond work projects to fun activities such
as company golf days and social nights.
DILFO has unique initiatives such as safety scratch cards on worksites. Supervisors will hand out scratch cards whenever they see a worker actively improving safety on site. Scratch cards give instant prizes and are entered into quarterly draws for larger prizes. Winners are recognized in DILFO’s monthly all-staff newsletter.
Celebrations are a big deal at DILFO, whether it’s the much-anticipated holiday gala or acknowledging milestones with custom awards.
The company is driven by employee feedback. Recent surveys indicate a high satisfaction rate among employees, reflecting the company’s care and value for individual contributions. Acting on this feedback, DILFO has amplified its internal communication efforts and introduced more engaging events.
Working at DILFO also means being a part of a larger mission. The company continuously works to support the local community and add a sense of purpose to the job.
DILFO isn’t just a mechanical contractor; it’s a thriving ecosystem where professional
growth, personal fulfilment and a sense of purpose come together.
10THE OTTAWA HOSPITAL FOUNDATION
The Ottawa Hospital Foundation (OHF), the fundraising arm of The Ottawa Hospital, is not only a pioneer in research and health care but is also an exceptional place to work.
Thanks to the dedication of its staff and volunteers and the generosity of its donors, the foundation has made medical breakthroughs the new norm. The historic Campaign to Create Tomorrow, with its ambitious $500-million target, is testament to OHF’s intent to raise the bar and to create the most technologically advanced hospital in the country.
At the core is OHF’s dedicated team of 65 professionals and volunteers. This team is a blend of unparalleled expertise and unwavering commitment.
The employee value proposition doesn’t only focus on remuneration; it emphasizes holistic growth. There are tailored growth plans for every employee, a vibrant workplace culture, open communication channels, and a receptive attitude to fresh perspectives.
An employee-centric approach is bolstered by competitive salaries, an unwavering commitment to wellness, and a comprehensive group benefits plan that boasts a top-tier pension plan.
While mission and vision statements give direction, OHF’s unique “Culture Code” is its compass. Crafted by employees for employees, this code is deeply interwoven into the fabric of OHF, from goals and objectives to peer recognition.
OHF celebrates achievements and milestones. There are New Year’s parties hosted by the CEO, celebrations of collective achievements and unique initiatives like “Time Island” that encourage creativity and foster knowledge about Ottawa’s history.
OHF believes in the importance of listening to employees. Regular surveys are conducted and the results are not just documented but acted upon. In one survey, 96 per cent of staff mentioned that they felt supported.
Whether it’s ensuring that staff have the right tools to work from home or addressing mental health and wellness, OHF is proactive. Policies like no meetings before 9 a.m. and no noon meetings underline OHF’s commitment to work-life balance.-
Inside Edge Properties takes commercial real estate management to a new level as a tight-knit team
How this intrepid team of problem-solvers are empowered to do their jobs
Managing a portfolio of commercial properties takes a tight-knit team of problemsolvers, especially when you’re doing it to add the value that helps your clients and tenants succeed.
Taylor Hunter, senior vicepresident at Inside Edge Properties, helped build that team by focusing on the skills people bring to the table — which is why he hired an Egyptologist
with a PhD in archaeology to be his process person.
“When she was referred to us, her background jumped out,” he said.
And it’s fitting that Lindsay Ambridge’s most memorable archaeological work was at Amarna — an ancient capital city on the Nile river in Egypt — now that she’s working in Canada’s capital located on the Ottawa River.
While Ambridge’s official title is manager of corporate services, her unofficial title could be problemsolver in chief. “My job is to make sure that people have the tools they need to deliver the best service,” said Ambridge, an approach that’s aligned with how the company is managed overall.
“They don’t micromanage, but instead give us a high degree
of autonomy,” she said. ”We’re empowered to make responsible decisions without having to go through multiple levels of approval.”
That’s why empowering people to do their job is a key ingredient that makes Inside Edge Properties one of Ottawa’s Best Places to Work.
Collaboration is key
Understanding that you’re a member of a community — whether that community is your company, neighbourhood, or city — is another driving force behind the results Inside Edge Properties delivers for its clients.
It’s also why Inside Edge manages its team with the same entrepreneurial spirit it brings to manage its portfolio of properties across the city — they’re invested in their success, and take the time to build trust.
“Collaboration is at the heart of what makes this company successful,” said vice-president of acquisition and business development Jordan Bianconi. “We foster an open, inclusive environment where we work together to make the company better. That in turn helps our clients succeed.”
Successfully managing real estate investments means working face-toface, which brings this team together nearly every day — Wednesdays are reserved as the day you can choose to work from home.
Despite the team’s proximity, the leaders know throwing people into one space isn’t enough to build trust. That’s why they lead by example with the collaboration they want to see in their team.
“We’ve created an open-door policy and everyone understands they’re a part of it,” said Bianconi, adding you won’t find a top-down organization within their walls.
“There are no silos internally — it’s a very tight knit group,” said Bianconi. “When we’re in the office we can bounce ideas off of each other on the fly. I think everybody appreciates that.”
Building bridges with technology
Hiring the right people may be the first critical investment for any employer, but this familyowned and operated company is also making critical investments in communications technology to further develop bridges they’ve built.
“We’ve invested significantly in technology and can see the benefits on all levels,” said Hunter. “There’s more efficiency for employees and significant benefits to our clients and investors.”
Ambridge ensures that everyone has up-to-date devices, and the company has customized the best property management software on the market for their client’s particular needs. They’re also consistently rolling out new software to do the same for their staff.
When employees feel the impact of
that kind of commitment from their leaders, it motivates them to give back. “Everybody here is invested in client service,” said Ambridge. “How can we add value to this property? How could we serve our clients better?”
Nurturing connections over time
Regular communication with the team about the business is also a critical part of how the team stays connected, including monthly lunches and quarterly and annual updates.
But maybe the most important
investment for the IE Properties team is spending time together outside the office. “We have regular get-togethers like axe-throwing and visiting an escape room,” said Ambridge.
When you build your work culture on trust in a small, tightly integrated company like IE Properties, it’s easy to get along.
So if you’re the kind of person who’s invested in a team-oriented atmosphere, IE Properties could be the place for you.
www.ieproperties.com/
Why Decisive Group’s north star is building community through diversity
CEO Mitchell Carkner leads with empathy and ‘hyper-transparency’
Whatever Decisive Group did to reach Ottawa’s Best Places to Work list for the third year in a row, it seems to be working.
CEO Mitchell Carkner is quick to give credit to his team, because when you lead one of Ottawa’s top digital transformation companies, empathy is essential.
Respecting diversity means knowing your team
Decisive Group believes that the best way to motivate a team of professionals is to know them and respect the diversity they bring to the table.
“It’s important to realize that a one-size-fits-all approach doesn’t work,” said Clare Sullivan, vicepresident of human resources.
“When we conduct our yearly ‘celebration survey’ we ask our staff what recognition looks like for them,” she said. “Some people appreciate public recognition, but for others it would be the worst thing to do.”
This approach — taking the time to know your team — starts at the top.
“When I join an organization, I start by getting to know the leadership team,” said Carkner, who joined the company as CEO in
2020. “The level of care and respect amongst ours and our employees makes it easy for me to show up every day.”
Professionals deserve hypertransparency That openness isn’t just about knowing each other. It’s a core value that ensures everyone knows how they’re running the business.
“We are hyper-transparent around our financials, performance, objectives, and how we’re supporting our customers,” said Carkner. “We share that broadly across the entire
organization through a number of different meetings, whether it’s allhands calls, teams, chats, emails, or water cooler chat.”
Hyper-transparency also means they don’t shy away from sharing both the good and the not-so-good news.
“We want folks to know what we’re excited about, as well as anything that’s not so positive,” said Carkner. “We believe in treating professionals as professionals, so if you make a decision that doesn’t make sense to your team, you’ve failed at this.”
I’m super proud of what we hear in our quarterly engagement surveys.
— Clare Sullivan
Employee growth leads to business growth
Hyper-transparency has also taught them that when you’re clear with your team, they’ll be transparent with you.
They’ve learned that taking their staff seriously leads to business growth, because employees who feel heard bring their best ideas to the table.
“We like to reframe ‘climbing the corporate ladder’ through an entrepreneurial lens so we build the business together,” said Carkner.
“If an employee wants to develop a new skill set, we ask ‘Does that fit our mission? Is there a business case around it?’” he added. “If the answer is yes, we can build something new.”
While they’ve always supported professional development, Sullivan’s department has been making it even easier to access a plethora of learning resources to achieve this goal.
But it’s not the only way they foster an entrepreneurial spirit – they do it by keeping their operations just agile enough.
“There’s a fine line between being agile and structured enough to get things done,” said Sullivan. “We’ve struck that balance well by aligning new projects with the right business unit.”
Overall, this combination of efforts translates into a work environment their employees love. “I’m super proud of what we hear in our quarterly engagement surveys,” said Sullivan. “People always put a great work atmosphere in the top three.”
That’s why Carkner knows once you’ve found the best talent, you do what it takes to keep them.
www.decisivegroup.com/
Building quality into worklife:
How MP Lundy’s core values are infused in the company’s DNA
Sean Lundy runs a company that constructs some pretty big buildings.
But what he may do best is communicate complex ideas like someone with a blackbelt in mental jiu jitsu — or at least a degree in English literature.
He uses that skill to put MP Lundy’s company culture ahead of profitability – and everything else –making it one of Ottawa’s Best Places to Work.
“When you focus on creating a positive company culture first, the other things tend to fall into place,” said Lundy.
Every day the company’s culture is built on the values of courage, caring, and teamwork.
“Our core values are truly sacred to us,” said Lundy. “It’s how we intentionally create the DNA of the company.”
Putting culture first takes courage In a tough industry like construction, where the day to day focus is on execution, putting culture first can seem counterintuitive.
“In our industry, it’s easy to end up in an adversarial relationship with the people that you’re working with,” said Lundy. “There’s a lot of stress around
time, money and making sure that the quality is there.”
It was his late father Mike Lundy who showed him how to bring a courageous mindset to those kinds of challenges. “When I saw him in a tough spot he would say, ‘Sean, I don’t know how I’m going to solve this. I just know I’m going to solve this,’,” said Lundy. Encouraging his team to bring this simple mindset to any situation has been a game changer over the long term.
“Courage is our first core value for a reason,” said Lundy. “If you attach positive energy to courage in the face of a challenge, you’re 80 per cent on the way to a solution.”
He adds, “We’ve grown to love challenges, because embracing them is the hallmark of a strong, healthy team - a team capable of getting phenomenal results.”
Caring starts with crystal clear communication
The team also places a lot of value on clear communication, making sure everyone is on the same page, and working towards the same goal.
“The number one cause of stress in humans is the unknown,” he said. “So we’ve gotten really good at being crystal clear when it comes to laying out our company’s purpose and direction.”
By making sure everyone understands the company vision, goals, priorities and must-win battles, the team is empowered to take ownership of the countless decisions they make every day.
Clear communication gives the team a feeling of purpose, agency and the satisfaction that comes from making a strong contribution. “When you have that level of clarity it’s easier to make decisions. That in itself is a form of stress relief,” he said.
And speaking of stress, one of the tough topics of conversation they don’t shy away from at MP Lundy is when things go wrong.
“We don’t punish mistakes,” said Lundy. “Learning from mistakes is a critical part of everyone’s path to growth and learning. In fact, we encourage team members to surface errors so we can tackle them and learn together.”
Teamwork ties it all together
Evolving their final core value, teamwork, is how Lundy put his own stamp on the company his father founded.
“In the early days, the company was focused more on individual achievement,” said Lundy.
Since then, Lundy has taken his father’s emphasis on relationships to a new level so they could take on bigger and more complex projects.
“We have strategic layers of resources that support our project teams,” he said. “We have in-house mechanical and electrical experts that help us optimize a project’s most complex systems. We have wizards in 3D modeling to help find and solve issues early. We have drone pilots that bring critical arial data back to our project managers for advanced planning and streamlined communications with our clients.
Focusing more on team work also gives their team leaders more bandwidth for planning and strategy instead of firefighting, another strategy that manages stress levels considerably.
Clearly, the efforts are paying off. “What I’m most proud of is the extent
to which our team truly has embraced the concept of teamwork on a day to day basis,” said Lundy. “For me, there’s nothing better than watching great people get inspired by their peers.”
In the end, investing in their culture is an investment in the business.
“If we invest our energy as a leadership team and help our people become really awesome at what they do, they’ll turn around and be awesome for our clients,” said Lundy. “Everybody wins.”
If you’re interested in joining the MP Lundy team to help contribute to upcoming projects, contact them here www.mplundy.com/careers/
CEO Sean Lundy at their flagship Canadian Tire build, completed in the fall of 2022
How one contract mistake cost a business more than $500K
Sometimes, the worst kind of termination clause is the one that isn’t there.
That was a tough lesson learned in Monterosso v. Metro Freightliner Hamilton Inc., 2023 ONCA 413, a case that recently wound its way through Ontario’s court system.
“We’ve got this elusive case law that employers often don’t know about,” said Marianne Abou-Hamad, an associate with Emond Harnden LLP, adding that businesses need to be aware of what is – and isn’t – in their contracts as this area of the law is constantly changing.
What happened?
erred in ruling that Monterosso was not subject to the duty to mitigate his damages.
The “duty to mitigate” is an obligation to take reasonable steps to find other work after a contract is terminated and, if not met by a party, may reduce the damages awarded in their favour.
Seven months into a five-year fixedterm independent contractor agreement, a group of corporations (Metro) terminated the agreement with the independent contractor (Monterosso) without cause.
Because the contract lacked an early termination clause, it turned out to be a costly decision.
Monterosso sued, and the trial judge ordered Metro to pay Monterosso for the remaining 65 months of the contract, which amounted to $552,500 plus HST.
Metro appealed the trial judge’s ruling on two grounds.
They lost one argument and won the other, but the award ultimately remained unchanged — and Metro had to pay Monterosso’s legal fees on appeal as well to the tune of nearly $20K.
First, Metro argued that the trial judge had failed to properly consider emails that it stated indicated the full term of the contract was not meant to be guaranteed.
Second, Metro argued that the trial judge had
What happened at the Ontario Court of Appeal?
Regarding the first argument, the Court of Appeal agreed with the trial judge’s decision, concluding the “entire agreement clause” in the contract meant the terms couldn’t be changed by any emails that had been exchanged.
For the second argument, however, the Court of Appeal found the trial judge erred regarding Monterosso’s duty to mitigate.
When an individual’s employment is terminated, they’re usually expected to take reasonable steps to find alternative employment to mitigate their financial losses — the general exception is when an employee is working under a fixed-term employment contract.
The trial judge erred in applying this exception to Monterosso because he was an independent contractor, not an employee or dependent contractor.
While Metro bore the burden of proving that Monterosso had failed to meet his duty to mitigate, they provided no evidence to back that claim up. The absence of this evidence, combined with the fact that Monterosso had provided extensive evidence of his unsuccessful job search efforts, meant there were no grounds to reduce the damages award.
What are the key takeaways for your next contract?
This case certainly qualifies as a cautionary tale, said Abou-Hamad.
“The most important takeaway for businesses is that the early termination of a fixed-term independent contractor agreement may carry significant liability,” she said. “The longer the contract, the more it can hurt.”
Since the smoking gun in this case was the missing termination clause, the obvious solution is adding one to ensure your initial contracts are airtight.
But if you realize some of your current contracts may need to be renegotiated, the most important concept to understand is consideration, said AbouHamad.
Consideration requires both parties to give something of value to enter into a valid agreement.
“A business must usually provide something like increased compensation or a signing bonus in exchange for entering into the amended contract,” said Abou-Hamad.
That being said, there’s no guarantee the contract won’t be challenged.
“Someone who is upset by your decision may still want to file a lawsuit,” said Abou-Hamad. “But at least you have something that will make the other side consider whether it’s worth the cost to sue.”
The final takeaway for business owners is the importance of understanding that different mitigation rules may apply depending on whether an individual working under a fixed-term contract is an employee, a dependent contractor, or an independent contractor.
Abou-Hamad says this aspect of the ruling could create a ripple effect.
“I think we can expect to see an uptick in litigation,” she said. “Even if there’s a provision in an existing contract classifying an individual as an independent contractor, this case highlights that a new angle of attack could be to challenge that classification.”
This article is intended to provide readers with general information only. It should not be regarded or relied upon as legal advice or opinion. Accessing, reading, relying on or otherwise using this article does not, under any circumstances, create a lawyer-client relationship between you and Emond Harnden.
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Marianne Abou-Hamad