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A startup with sizzle

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The founders of new web-based food service eCelery say firm is delivering on its promise to add spice to Ottawa’s culinary scene > PAGE 6

July 6, 2015 Vol. 18, NO. 17

creating the right space for your business merkburn.com 613.224.5464

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Cyclical growth Bike boom leads to upswing in number of mobile repair shops that are taking their business on the road. > PAGE 4

Human interest Shopify’s VP of human relations Brittany Forsyth on e-commerce leader’s unique approach.

Mark Klibanov (left) and Leonard MacEachern are co-founders of GestureLogic, one of just a few local tech firms in the wearables sector. PHOTO BY MARK HOLLERON

Wearable tech a good fit for Ottawa?

> PAGES 16-17

City has all the attributes to capitalize on tech’s hottest trend, local experts say

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Firms in the region are still playing catchup to Toronto, Montreal and Waterloo, but that could change. Find out why > PAGES 14-15

CONNECTING TECH IN OTTAWA

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Understanding the Protecting Condominium Owners Act LMR’s Mitchell Leitman reveals potential pitfalls

egislation currently winding its way through Queen’s Park will, if passed, introduce new rules and amend existing ones affecting condo owners, developers and managers alike. The Protecting Condominium Owners Act is, as the name suggests, primarily a matter of consumer protection. Mitchell Leitman, a real estate lawyer with Low Murchison Radnoff, has a unique point of view: he sits on the executive of a section of the Ontario Bar Association invited by the province to offer input as the act was developed. Leitman says that, while it is a positive for consumers, condo builders and managers need to be aware of some potentially problematic features of the act.

More obligations

“Because it’s consumer protection legislation, it exposes potential pitfalls for industries serving condo buyers, developers and managers. A condo developer should know, for instance, that there are going to be more onerous obligations in terms of their liability for accurate budgeting when they’re selling,” he explains.

“That’s scary for a developer. It means if the project’s financial circumstances change because of the cost of doing business, or something else out of your control entirely, it reopens every deal and what you thought was pre-sold at 60 per cent becomes 30 per cent or 40 per cent.”

“They’re making it quite clear that an increase of more than 10 per cent in the amount of common expense contribution that the purchaser is going to have to pay will constitute a material change. A buyer

could walk away a year and a half, or more, after the purchase agreement was first signed. That’s scary for a developer. It means if the project’s financial circumstances change because of the cost of doing business, or something else out of your control entirely, it reopens every deal and what you thought was pre-sold at 60 per cent becomes 30 per cent or 40 per cent. Those are serious ramifications.”

Licensing regime

The act creates new legislation relating to the regulation and licensing of condo managers. This, Leitman points out, is likely to be a positive for condo corporations. “I’ve experienced it myself acting for condo managers and condominiums who had to deal with managers who were less professional because there’s been no regulation. It’s been a wild west. [Under the act], you’re going to have a roster

of licensed managers who have passed vetting and taken courses. They’ll be regulated just as lawyers are regulated by law societies.” The act also impacts condo directors by introducing mandatory training and criminal record checks that would reveal any relevant history.

Better protection

“Sometimes you have turnover of management or board members so there may not be an institutional memory. If someone’s been an owner in a condo for 15 years, something that happened 10 years ago might not be known. This will give protection to the condo corporation vis a vis the property manager. It also gives protection to unit owners vis a vis the directors. That’s a really nice piece of consumer protection.”

Overall, Leitman says the act offers greater clarity which in turn allows him to offer better and more accurate advice. “When I act as a lawyer for developers, I like certainty. Having that makes it easier to advise a client. My client may not like it because vagueness gives them more latitude, but as an advisor it makes my job easier. I can say, ‘No, you can’t do this.’ We often work in grey areas in law. The proof will be in the pudding. We’ll have to see, after a few years, how the act unfolds.” mleitman@lmrlawyers.com lmrlawyers.com

MONDAY, JULY 6, 2015

Buyers currently have a 10-day cooling off period within which to walk away from a purchase, Leitman adds. That clock can also be reset with any material changes to the condo proposal. The act will expand upon this, including a more specific definition of ‘material change’ than exists now, Leitman says, potentially putting a developer at something of a disadvantage.

Mitchell Leitman, Real Estate Lawyer, Low Murchison Radnoff

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ENTREPRENEURSHIP “It took us a long time to get people to understand the concept and what we’re trying to provide. Since then, we’ve been overwhelmed with customers.” – JONATHAN PALFRAMAN, OWNER AND CHIEF MECHANIC AT MOBIVÉLO years, he said. He now has five part-time bike mechanics working for his business, which operates mainly out of his van. These enterprises all have two key things in common. One is that Ottawa-Gatineau’s cycling scene has never been healthier, or potentially lucrative. The region has made huge strides in recent years to accommodate bikes as a legitimate form of transportation. In the National Capital Region, there are more than 600 kilometres of multiuse recreational trails for cyclists to use, according to National Capital Commission. The NCC tracks cyclists using the Portage Bridge bike lanes between Gatineau and Ottawa and found that 439,552 bike trips have been made since April 2014. The monthly record was last set last July, when there were 58,092 trips over Jonathan Palframan is owner and chief mechanic of Ottawa’s MobiVélo. PHOTO BY DAVID SALI the bridge. Ottawa recently decided to supplement its dedicated bike lanes on Laurier Avenue with additional lanes on O’Connor Street. The second commonality these businesses share is a drive to fill what they see as a growing market opportunity for bike repairs that don’t reach a bricks-and-mortar cycling shop. “Local bike shops are not always as interested in doing repairs,” said Mr. Westaway. “I think some of them see it as a necessary evil.” The advantage of mobile repair shops based business has taken off. is they allow cyclists to get back on the BY MICHAEL HAMMOND And he’s not alone. In the last year, two road more quickly than they might at a SPECIAL TO OBJ other mobile bike pro shops have opened in regular bike shop, particularly when a shop n a region that takes its cycling seriously, the region, both of which are franchises of is backed up with repairs during the busy you’d think MobiVélo’s mobile bike pro VéloFix, a Vancouver-based company that spring months. shop concept would have been taken landed a $300,000 investment in 2014 from Also, these mobile businesses are seriously when it launched last year. entrepreneur Jim Treliving of CBC’s Dragons’ deliberately marketing their services to Surprisingly, it wasn’t at first, said Den. These three new entrants to the market people who might not think it worthwhile MobiVélo’s owner and chief mechanic, join Peter Westaway, owner of BikeMobile, to take their lower-end bikes to a traditional Jonathan Palframan. who has operated his business for nine shop for repairs. “The suppliers wouldn’t deal with us,” he years. The mobile bike repair concept is simple. recalled. Mr. Palframan’s five-year plan to expand Mechanics like Mr. Palframan and Mr. But since then, Mr. Palframan’s Chelseathe business has been condensed to two Westaway make house calls. Cyclists are

Charting a path to success

Cycling surge in capital sparks mini-boom in mobile bike repair shops

MONDAY, JULY 6, 2015

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able to book appointments for repairs or tune-ups either online or by phone. Mr. Palframan said a typical call lasts about 45 minutes once he arrives at a customer’s location. He said he is able to accommodate any service call within an hour’s drive of Chelsea. Although Mr. Westaway’s BikeMobile has been operating for years, the concept appears to be gaining traction. “I’m swamped,” he said. “In April to May, I had more work than I could handle.” Mr. Westaway used to cycle to his appointments with a trailer in tow. He said he switched to using his minivan in order to cope with rising demand. Mr. Palframan said the biggest hurdle was convincing vendors and potential customers to try a new method of customer service. “It took us a long time to get people to understand the concept and what we’re trying to provide,” he said. “Since then, we’ve been overwhelmed with customers. We’re growing far faster than we expected.” The mobile bike repair concept has already proven successful in many other cities. Mr. Palframan, who operated a hot tub servicing business in the Greater Toronto Area before relocating to Chelsea, said he was inspired to open MobiVélo after seeing the concept work in Toronto. VéloFix has locations in Calgary, Toronto, Vancouver, California, Colorado and Hawaii. Despite the flurry of activity, Mr. Westaway wonders whether a cold-weather market like Ottawa can sustain as many mobile bike repair businesses as the region now has. He remembers a number of similar operations opening up in the past and closing. As the incumbent in the market, he’s not worried about his business, particularly since most Google searches put it at the top of the search list. “Everyone’s got big ideas, big plans,” he said. “But it’s a tough go.”

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ir Terry Matthews sent out a rallying call to more than 200 people at the Mayor’s Breakfast in late June. The Wesley Clover International and Mitel chairman, who received a standing ovation from the crowd, had a clear message. Invest in Ottawa tech now. Mr. Matthews, founder or funder of more than 100 tech companies in the region and beyond, professed his love for Ottawa as “a great TERRY MATTHEWS place to live,” with FILE PHOTO top-tier technology talent. When Nortel and other tech stars in the city faltered, he insisted, that talent didn’t disappear. “Some of you may say, well, these are icons and now they’re down. But this is a nice place to live, and (talented workers) stayed here,” Mr. Matthews said. The city is, however, failing to retain many of its post-secondary students who see the shores of Silicon Valley as a more attractive place to head after graduation. “That is clunko,” bemoaned Mr. Matthews. The technology magnate highlighted recent Ottawa-led advancements as proof that there is a renaissance in the industry. Mitel’s voice over wi-fi developments and Alcatel-Lucent’s optical fibre advancements are two cases where local tech is flourishing. “This is an outstanding year of change,” he said. “I have never been this busy because there’s a revolution going on.” That revolution is reaching markets around the world. Mr. Matthews made it clear that any business hoping to make it in Ottawa needs to make it internationally, too. “Tech companies have to be global. Go global fast,” he said. The last piece of advice Mr. Matthews offered? If you’re not in tech, get into it. Because that’s where Ottawa’s economy is heading. “I highly recommend that you recognize what the future of this city is.” The Mayor’s Breakfast is a regular event sponsored by OBJ and the Ottawa Chamber of Commerce.

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Cooking up a winning business plan Founder of food delivery startup eCelery says city is starving for culinary variety BY CRAIG LORD Special to OBJ

MONDAY, JULY 6, 2015

ttawa startup eCelery is bringing the flavours of your favourite home-cooked meals to, well, your

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home. The web-based delivery service puts hungry customers in contact with local chefs, representing a variety of ethnic backgrounds, who prepare meals in their own kitchens. Clients simply place their orders online and a driver will be at their door within an hour with a home-cooked meal. The founders of eCelery say they’re providing variety that’s currently lacking in the Ottawa takeout food scene. “Canada is a multicultural country. There’s a lot of people here who do miss their home cooking,” said CEO and cofounder Cyril Moukarzel. “By bringing cooks from these countries … we are bringing diversity and more authenticity to the table.” The service launched in mid-June with four chefs serving customers in Nepean and Ottawa South. Thanks to huge initial demand, however, eCelery is now aiming to expand to about 20 chefs within the first two weeks of July to serve the rest of Ottawa. The most common feedback has been about access to more chefs, said Mr. Moukarzel. “That’s why we decided, ‘OK, we want to go ahead and launch the entire city of Ottawa as fast as we can.’ And we’ve gotten enough applicants to do that, for sure.” Some chefs have formal training; others were merely raised with the flavours of their home countries. They’re found through advertising and word of mouth, and go through rigorous testing to make sure their concoctions are up to snuff, Mr. Moukarzel said. While eCelery determines whether chefs are up to the service’s standards of quality, these cooks are not employees of the company. They set their own menu, working hours and prices for their food, purchase their own ingredients and packaging and receive 80 per cent of the total cost of each meal. The rest goes towards paying drivers and eCelery’s commission.

The business got its start through uOttawa’s Startup Garage, with friends and family providing the funding. Being entirely web-based, the fouremployee operation has relatively low overhead costs. Since eCelery profits solely from commissions, advertising for new chefs has become a significant expense. But Mr. Moukarzel said he expects the additional revenue generated by more chefs will mitigate the impact of those costs. Another roadblock eCelery still faces is the city’s health and safety regulations. Each chef is required to take the Food Handler Certification program, a oneday course on hygiene and preventing foodborne illness offered by Ottawa Public Health. While eCelery meals are prepared in private residences, which are normally exempt from inspection, the city has indicated that all operators retailing food to the public must meet the mandatory sanitation conditions outlined in the Ontario Health Promotion and Protection Act. “OPH is working with eCelery to ensure food premises regulations are met,” Ottawa Public Health spokesperson Donna Casey said in an e-mail to OBJ. Requirements for operating a food business in Ottawa include official inspections, and Mr. Moukarzel said he is still in discussions with the city over whether eCelery’s chefs will be subject to such reviews. Drivers also must overcome the logistical hurdle of adapting to new orders on the fly. With the expectation that meals will be delivered within 45 minutes, the volume of trips between chefs and customers can quickly become Tahseen Chaudhry is a chef for new food startup eCelery. PHOTO BY LOIS SIEGEL overwhelming. “It’s kind of like we’re opening, say, 25 restaurants in the entire city, and we’re managing it all ourselves,” Mr. Moukarzel explained. A preorder function and a delivery algorithm are both in the works to help limit any issues for drivers. The most encouraging part about the business so far has been the calibre of the food itself, Mr. Moukarzel said. “Every single person that has ordered from our chefs have loved our food,” he said. “They’ve put feedback directly up – eCELERY CEO AND CO-FOUNDER CYRIL MOUKARZEL onto the site.”

“Canada is a multicultural country. There’s a lot of people here who do miss their home cooking. By bringing cooks from these countries … we are bringing diversity and more authenticity to the table.”

Welcome to the latest instalment of OBJ’s LaunchPad, a monthly section dedicated to local startups and entrepreneurs. Story ideas and other suggestions can be sent to adam@obj.ca.

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which optimizes the kids’ shows for viewing on iOS and Android devices. You.i designed the app’s interface.

CHANGE LOG HOARDERS, REJOICE! NEW APP KEEPS TRACK OF YOUR STUFF Itemtopia wants to make it easier to stay organized. The Ottawa startup’s free iOS application lets users store info about any of their many things, such as their notes, service records, warranties and the like. “For example, users can quickly find their printer model number when buying ink, or search for their pet’s vaccination records when at the groomers,” according to a media release. The company says the app’s next update will send notifications whenever a manufacturer issues a recall on an item in someone’s knowledge bank. APPLICATIONS OPEN FOR PUMPED-UP L-SPARK ACCELERATOR L-Spark, the Kanata-based incubator and accelerator for enterprise software, is accepting new applicants for its accelerator’s second session this fall. The program begins with a month-long boot camp, during which 15 to 20 startups will receive one-on-one mentorship to shape their businesses. The startups will then make their pitches, hoping to be one of up to six companies admitted to the L-Spark accelerator. Last year, only two companies made the cut. The selection committee targets software-as-aservice companies with a commercial product and at least $10,000 to $30,000 in monthly recurring revenue. Applications are due Aug. 28. YOU.I’S MOBILE DESIGN GOES TO PRESCHOOL Young kids can now watch Dora and Friends and a number of other Treehouse children’s television shows on the network’s new mobile streaming app, thanks in part to the design by Ottawa’s You.i TV. Corus Entertainment announced on June 29 the TreehouseGO app,

MAYOR EXPECTS MORE FUNDING FOR INVEST OTTAWA As Invest Ottawa looks to promote the capital as Canada’s most innovative city, it could be in line for another $1.5 million of city funding over the next four years, according to Mayor Jim Watson. The mayor told more than 120 private-sector leaders gathered for the Invest Ottawa open house on June 23 that he has “every confidence we will see that increase of dollars to help Invest Ottawa.” The economic development agency’s CEO Bruce Lazenby also outlined a plan to support recen t ecosystem improvements such as the Innovation Centre, promote the city’s successes here and abroad and attract more capital.

CALENDAR Launch! Business Showcase and Competition Tuesday, July 7 from 11 a.m. to 1 p.m. 1365 Richmond Rd., 3rd Floor Info and registration at investottawa.ca/events Lunch ’n’ Learn with Doug Tetzner, Shopify Recruiting Superhero Wednesday, July 8 from 12 to 2 p.m. L-Spark, 340 Legget Dr., Door 40 Info and registration at eventbrite.ca eSAX Ottawa Entrepreneur Startup Networking Wednesday, July 8 from 6 to 9 p.m. Funhaven, 1050 Baxter Rd. Info and registration at esax.ca/events Sales Skills for New Entrepreneurs Monday, July 13 from 1 to 3 p.m. Invest Ottawa, 80 Aberdeen St. Info and registration at investottawa.ca/events Ottawa Companies at Startupfest in Montreal Wednesday, July 15 from 1 p.m. to Saturday, July 18 at 6 p.m. Kivuto, 151 George St., Ottawa (shuttle) ALT Hotel, 120 Peel St., Montreal (hotel) Info and registration at investottawa.ca/events

Becoming Canada’s Most Innovative City by Bruce Lazenby, President and CEO, Invest Ottawa

his year “innovation” is our mantra. Our goal is to make Ottawa “the most innovative city in Canada.” Often difficult to quantify, the pieces of an innovation tapestry are being woven into place. CENGN has seen tremendous success since opening their doors last fall. A leader in the rapid commercialization of communication products, applications and services, they have generated interest from companies and researchers, from across the country, hoping to bring their technologies to market. Last week, CENGN announced their first five participants, which include Ottawa companies CENX and Corsa. The projects will have far reaching applications in areas such as healthcare, energy, education, financial services and the environment. L-Spark launched its incubator program this past winter, merely three months after opening its doors! It is now accepting applications for the Fall 2015 accelerator session.

Finally, four of our portfolio companies broke their piggybanks, combined their resources and travelled down to Silicon Valley for a two week marathon of meetings and networking. Their trip invigorated the fledgling companies with new connections and ideas. Looking abroad, Invest Ottawa signed a landmark agreement with Brazil’s top entrepreneurial ecosystem, PLUG. During a recent visit to Sao Paulo, Invest Ottawa and PLUG took the opportunity to set out an action plan which includes delivering learning opportunities, facilitating soft-landing opportunities and planning trade and start up missions to Ottawa and Sao Paulo. Our Investment and Trade team also conducted another successful trade mission to China and is currently hosting numerous delegations from India. The groups are assessing opportunities to partner with Ottawa technology firms. Looking ahead, shovels are soon to break ground for the Innovation Centre, LRT is on-track, and Windmill’s new $1 billion Zibi project will be a huge catalyst for development and ideas as we march toward 2017. All these threads come together to create a vivid and vibrant tapestry. Ottawa’s technology sector is back to electric levels of productivity, as we slowly raise the flag of “Canada’s most innovative city.”

MONDAY, JULY 6, 2015

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At Invest Ottawa, three startups have graduated from our facilities and are now making their mark in the Ottawa ecosystem. Gymtrack , on the heels of raising $2.5 million in seed money, has expanded its staff and footprint. The firm, which uses wearable tech to track workouts, are set to launch their first connected facility at Algonquin College. NGF Geomatics (now RME) was acquired by agriculture and construction equipment dealers, Rocky Mountain Equipment. The firm will retain and expand their operations

in the Ottawa Valley. And Spoonity, which is building the next generation of customer loyalty and quick pay, has quickly expanded their client base and operation.

INVESTING “It’s one of those (deals) where you do it because you think it’s right, but you could be wrong. It’s not for the short-term pop.”– TWEED CEO BRUCE LINTON out which teams they’re going to be on because they gotta make some moves.” “Scrambling” might not be the best strategy, Mr. Linton added, arguing the rush to consolidate might tempt companies that aren’t necessarily ideal partners to combine forces. By contrast, Tweed’s recent deal, which marries its commercial expertise with Bedrocan’s clinical and research experience, is a perfect fit, he said. “This is a thoughtful planned-out idea, and we’re mixing two brands under one umbrella that are very distinct. Just having a bunch of more of the same wouldn’t make any sense.” Two very different types of medical marijuana firms, Tweed and Bedrocan will continue to operate independently under a yet-to-be-named holding company. Bedrocan CEO Marc Wayne will continue in his position, doing what Mr. Linton said he does best. “He loves to go and deal with doctors,” the veteran entrepreneur said. “He’s worked in this sector for about a decade, Tweed CEO Bruce Linton believes Bedrocan is a perfect partner for his firm. FILE PHOTO he’s an expert in cannabinoid treatment. He really is absolutely amazing at that. What he really dislikes are the things I really like. It’s perfect. I’m looking into the direction of the capital markets and governance and things like that and strategic acquisitions.” Mr. Linton said creating or acquiring a complimentary brand had been part of Tweed’s plans since it secured financing last spring. Conversations with Bedrocan started in mid-April, he said. “For sure, it was not the least costly choice to acquire Bedrocan, but it gave us Smiths Falls firm becomes dominant player everything we wanted right away.” in Canadian medical marijuana sector with deal That includes all of Bedrocan’s rights for the Americas, he said. to buy Toronto’s Bedrocan “Specifically, that means that we’re going to be looking at succeeding BY TOM PECHLOFF Excitement for the acquisition has first in Canada, but Brazil, Chile, and tom@obj.ca waned somewhat since, with shares falling Uruguay are right now actively looking at from $2.05 on June 24 to $1.97 on July 2. approving at a federal level,” Mr. Linton hen shares of Tweed Marijuana The deal, which Mr. Linton estimates said. “What we’re not doing is going to jumped 14 per cent following the is worth in the mid-$60-million range places where it’s federally illegal, because Smiths Falls-based company’s based on stock prices, creates a medical then you’re breaking the law to operate acquisition of Toronto medical marijuana giant by combining Tweed, across the border from here to there. marijuana firm Bedrocan Canada last the Canadian firm with the highest So specifically, America is not on the month, Tweed CEO Bruce Linton felt market capitalization, and fourthprogram now.” satisfaction – and relief. ranked Bedrocan. While he joked that Tweed’s expansion “I’ll sleep better tonight,” Mr. Linton Together, their market capitalization plans include buying abandoned said in an interview with OBJ on June 24, of $91.2 million more than doubles chocolate factories at all its new locations, the day after the deal was announced. that of Mettrum Health Corp., currently he said he is serious about using the “It’s one of those ones where you do second on the list. Smiths Falls model wherever the it because you think it’s right, but you Mr. Linton said he wouldn’t be company expands. could be wrong. It’s not for the shortsurprised to see more consolidation in “You get a heck of a lot more positive term pop,” he said. “If the markets like it, the industry as a result of the deal. He response when you’re a public participant then they’re going to support it and that was also happy Tweed took the lead. in a local economy than when you’re an “I think you always want to cause exporter just dropping product,” he said. 08 means there’s going to be access to more capital, there’s going to be more things reaction rather than to react,” he said. “Anywhere we go, we’re going to create brought your direction and if they don’t “I think a bunch of people will be value for the community we operate in by like it, you can’t win the favour back.” scrambling around trying to figure creating employment.”

Tweed on a high after major acquisition

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MONDAY, JULY 6, 2015

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COMMENTARY Seven lessons from Silicon Valley Canadian companies aim too low – and get exactly what they expect, Klipfolio CEO Allan Wille writes

ecently, I was in California’s Silicon Valley to take part in an event called 48 Hours in the Valley. It’s a mentorship program for Canadian companies put on by C100, an organization that supports Canadian technology entrepreneurship through mentorship, partnership and investment. Klipfolio was chosen to be part of this twice-yearly event for promising Canadian startups, and I had the most amazing time getting to know the 20 other Canadians in my cohort and meeting with people here. I can’t believe how much I learned in just a few short days. To say I’m fired up is an understatement. It’s interesting how your perspective changes when you’re out of the country. While I am convinced Canadian companies have the savvy and the skill to be world leaders, it’s also become evident to me that too often we hold ourselves back.

Here’s what I learned in Silicon Valley about the attitudes Canadian companies need to change if they are going to be as successful as they can be: 1. We think too small The way you approach growth – how you build your products, how you market them, how you brainstorm about your future – will be different according to the goals you set. If you aim for $30 million in sales next year, your strategies are going to be different than if you aim for $3 million. So why not aim for $30 million? Your mindset and the decisions you make when aiming high will put you on a more dynamic trajectory. 2. We think we have to be first to market I often hear Canadians fretting about the need to be first to market with a product. But in Silicon Valley, I met people from all sorts of successful companies that were not first to market. For every company that is still enjoying a first-mover advantage, there are just as many that are living the opposite. It’s time we debunked that myth. 3. We think we have to be experienced entrepreneurs Another thing I’ve heard Canadians say is that successful startups need to be run by experienced entrepreneurs with amazing

management teams and lots of capital. But the reality is that many successful enterprises, starting with Facebook and Google, were launched by first-time entrepreneurs, and they made all sorts of mistakes before finding the right formula. 4. We think we have to be in Silicon Valley to be successful This is something too many Canadians use as a crutch to explain their failure to really take off. There is no need to be in Silicon Valley to create an awesome startup, and companies such as Shopify, Hootsuite and Chango are the proof. 5. We think we only get one chance I’ve heard this time and time again from Canadian entrepreneurs. I, for one, have never believed it, and I know from my own experience (and from what I’ve seen in the Valley) that it’s simply not true. The next point speaks to this journey. 6. We think success happens overnight From a distance, the path to success can seem quick, easy and seamless. But anyone who has been successful at anything knows that it’s anything but: there are ups and downs along the way, and more than a few mistakes. As the old adage goes, overnight success doesn’t happen overnight; it takes

years. And it takes tenacity. 7. We settle for too little Canadians are too easily satisfied. We think we’re doing well when we create a company and sell it for $50 million to a U.S. firm – which then turns it into a $1-billion enterprise. Why are we settling for the lesser win? The reality is that Canada and Canadians are able to compete at the world level. Our products, business acumen, vision and intelligence are as good as anyone else’s. In fact, I think we Canadians do some things better than people from other countries: we listen well, we understand our customers and we are able to show high degrees of empathy. And a lot of people around the world trust us. That trust, plus our ability to listen, means we can build incredibly good products. That’s a huge advantage. If we in Canada can change some of our attitudes, we can get the flywheel moving here and chart our own path to success. Allan Wille is a co-founder of Klipfolio and its president and CEO. He’s also a designer, a cyclist, a father and a resolute optimist.

MONDAY, JULY 6, 2015

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ringing top-notch international events and conferences to Ottawa is a team effort. But for any team to succeed, it needs leadership from champions who are willing to step up. That’s why Ottawa Tourism created the Capital Host Club. The Club is a group of business and industry leaders in Ottawa, active with their respective national or international associations. “Our Club is comparable to the ambassador programs that many destinations have, to identify local champions and subject matter experts who can work with us to bring their industry events here,” said Lesley Mackay, Director of Convention Sales at Ottawa Tourism. Industry meetings and conventions are the bread and butter of Ottawa’s tourism economy. Between signature events like the FIFA Women’s World Cup or the Junos, these are the types of activities that regularly fill local venues and drive visitors to local businesses. For Ottawa Tourism, the goal is to parlay the region’s unique strengths and alignment with specific sectors, such as government, high-tech and academic research, into a compelling sales pitch that will draw more events to Canada’s Capital Region. For champions who join the Club and work with Ottawa Tourism to bring their industry events here, it’s an opportunity to raise their professional profile among their peers, showcase their work and boost their international standing.

MONDAY, JULY 6, 2015

“We work with them at every step on custom bid development, venue accommodations recommendations, attendance-building and marketing, and delegate support and services at their event,” Mackay said.

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Big names on campus

Darlene Gilson, one of five research facilitators at Carleton University, has been a dedicated local ambassador for years. She and her colleagues work with faculty and senior administration to promote the university’s academic researchers and

innovators on the global stage. University research relies on an international dialogue to share knowledge, create knowledge and debate the latest findings and theories, said Gilson. Attending workshops and conferences is a vital part of academic life. “Ottawa is such a beautiful and stimulating venue, but it’s time consuming for faculty to try and bring their events here,” she said. “The devil is in the details, and we can trust Ottawa Tourism to help us make a compelling case for Ottawa and maneuver hotels, venues, services and transportation to ensure a great experience for delegates.” As Ottawa approaches sesquicentennial celebrations in 2017, having that kind of assistance will be more crucial than ever. During what promises to be a very busy time in Ottawa, Carleton will be hosting numerous events with the support of Ottawa Tourism, including an international symposium that will consider the idea of race, borders and globalization.

“We are eager to lever our partnership with Ottawa Tourism as we continue to raise Carleton’s profile in international research,” Gilson said.

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For more information on joining the Capital Host Club, and how you can serve as a champion for your industry, visit www.capitalhostclub.ca, or contact Lesley Mackay at LMackay@ottawatourism.ca, or call 613-237-5150, ext. 122.

FINANCE

“For me, I’ve always been more of an entrepreneur, and to be able to have the flexibility and the authority to make local decisions that affect customers was a great opportunity.” – BRENDAN MARSDEN, ENCOREFX OTTAWA BRANCH MANAGER

Custom House founder back in the game

EncoreFX provides a range of foreign exchange services for companies of all sizes, including spot transactions, international payments to suppliers and long-term risk management strategies that allow businesses to lock in exchange rates and minimize the risks of dealing in a foreign currency. Mr. Marsden said many of his Brendan Marsden of clients are not-for-profits that need An OBJ Forty EncoreFX in Ottawa. help to “navigate the waters of foreign Under 40 winner PHOTO SUBMITTED exchange” in different countries. He in 2012 who had also deals extensively with companies stayed on with in the high-tech, manufacturing and Western Union after the 2009 sale, Mr. agriculture sectors as well as individual Marsden said he jumped at the chance entrepreneurs who are launching to be reunited with the former Custom startups of their own. House management team. “They hear the Peter Gustavson story “Those were exciting times,” the and they love it,” he said. Ottawa native said of his early days The company now has about 65 working with Mr. Gustavson and Mr. employees across Canada, including Lennox. “We were empowered to make five at the Ottawa branch, many of them decisions locally. Some of those things former Custom House staffers. EncoreFX changed as we moved into a large is opening a Toronto office shortly and organization that’s very slow to move. continues to hire people “almost daily,” For me, I’ve always been more of an Mr. Gustavson said. entrepreneur, and to be able to have the So far, Mr. Marsden said, he couldn’t flexibility and the authority to make local be happier with his decision to join the decisions that affect customers was a fledgling firm. great opportunity. Things are changing “Success has been quite awesome constantly, and we’re able to move at a fast to start off with,” he said. “It’s been enough pace to meet those changes.” fantastic.”

Veteran entrepreneur brings new foreign exchange firm to Ottawa BY DAVID SALI david@obj.ca

ike most serial entrepreneurs, Peter Gustavson just couldn’t ignore opportunity when it came knocking. A Manitoba native who built Custom House into one of the world’s largest nonbank foreign exchange companies before selling it to Western Union for US$370 million in 2009, Mr. Gustavson had planned to “work on my golf swing and enjoy life” in retirement. But after talking to friends who were still in the industry, he realized things had changed, and not for the better. “The industry was consolidating all the decision-making back in head offices in New York or Denver or London,” he said in a recent interview with OBJ. “People pined for the good old days when they could help customers by building risk

structures that were appropriate for them, that met their needs.” So after his five-year non-compete period ended in 2014, Mr. Gustavson and former Custom House executive Paul Lennox launched EncoreFX, which provides foreign exchange services to businesses across Canada. EncoreFX now has offices in seven Canadian cities, including Ottawa. The local branch, which officially opened in early March, is headed by former Custom House executive Brendan Marsden. “We were pleasantly surprised at the quality of the people that wanted to come on board with us and take that risk of a startup,” said Mr. Gustavson. So far, he added, revenues have been five times what he expected early on, forcing the young firm to completely rewrite its upcoming quarterly forecasts. “It’s a nice problem to have,” he said.

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“We will lose our competitive edge, economic opportunities and quality of life, if we do not make these investments now to ensure electricity is available and reliable in the near future,” he said.

“Utilities that don’t tackle this issue of age head on and make the kinds of surgical decisions that we are, find themselves chasing their tails rather than planning ahead.”

and now find themselves spending money hand over fist, dogged by one system failure after another. Resources are wasted and service reliability suffers. “Utilities that don’t tackle this issue of age head on and make the kinds of surgical decisions that we are, find themselves chasing their tails rather than planning ahead,” Fraser said. “Our job is to invest wisely in the power system to ensure it continues to work reliably.”

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The team at Hydro Ottawa is taking a pragmatic approach to think long-term, leverage new technologies, and be proactive with maintenance, repair and replacement. The goal is to ensure Ottawa residents continue to enjoy reliable service and remedy issues that do exist in some parts of the city with older infrastructure, while keeping rates reasonable. That also means keeping abreast of new retail and residential developments in the suburbs and other new infrastructure builds that put added load on the system, such as Light Rail Transit. Aging electrical infrastructure is a growing crisis throughout the industrialized world. Fraser points to the example of many U.S. utilities, which haven’t planned ahead

MONDAY, JULY 6, 2015

he typical Ottawa household experiences only a single hour, on average, without electricity each year. It’s an outstanding record that Norm Fraser, Hydro Ottawa’s COO, Distribution and Customer Service, intends to maintain. “I always ask people if they remember the August 2003 blackout, or the Great Ice Storm of ’98, because these are reminders of how much we take the power grid for granted,” he said. A lot has changed in recent decades. There was a time when the average home relied on electricity for lighting and to keep the groceries from spoiling. Now, it’s hard to remember life without tablets, smartphones, Wi-Fi networks, and home automation and security systems. Our capacity to live without electricity is practically nonexistent. Our needs and demands are greater than ever. But much of the infrastructure that brings it to our homes and workplaces is aging and reaching the end of its useful life. The Conference Board of Canada estimates that from 2010 until 2030, about $350 billion will have to be invested in Canada’s electricity system to meet the demands of a growing population and the use of new technologies. That means that current annual investments of $9 billion to $11 billion will have to accelerate to about $15 billion per year, according to the Hon. Sergio Marchi, President and CEO of the Canadian Electricity Association.

CONNECTING TECH IN OTTAWA

THE DIGITAL DESTINATION FOR ALL THINGS TECH IN OTTAWA-GATINEAU TECHOPIA is a new media project that aggregates, shares and creates noteworthy content about the technology and startup community. Like its icon, the microprocessor chip, TECHOPIA aims to be the CPU for all things tech in Ottawa-Gatineau. It’s about amplifying the voices of local tech executives and entrepreneurs to create a more connected and informed community.

MOVE OVER SILICON, HELLO GALLIUM NITRIDE GaN could be the beginning of ‘Gallium Valley North’

MONDAY, JULY 6, 2015

BY DAVID SALI

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It’s fitting that GaN Systems Inc. is suddenly growing at what feels like lightning speed. The Kanata-based company is poised to become a leader in the burgeoning field of ultra-fast, highly efficient semiconductors that use gallium nitride rather than silicon, says president Girvan Patterson. “We’ve been around about eight years, and the first five or so we say we were missionaries,” he says. “We were out explaining to people what gallium nitride is and what it was going to do for the world. That completely changed about two or three years ago, when suddenly the big guys – the carmakers, the television makers, the power supply makers – they all said, ‘OK, we get it now. Now we see where GaN’s going.’ They started coming to us and saying, ‘OK, what can you offer us?’” Gallium nitride semiconductors convert 99 per cent of the energy they receive, compared with 95 per cent for those that use silicon. That might not seem like a huge

Girvan Patterson is president of GaN Systems Inc. FILE PHOTO difference, but Mr. Patterson says the new generation of semiconductors are faster and much more efficient. That in turn has a wide range of benefits for a host of manufacturers. For example, gallium nitride semiconductors will help make flat-screen TVs even lighter and thinner and air

conditioners more energyefficient, he says. GaN’s products could also have huge implications for the automotive industry, which Mr. Patterson calls “the huge holy grail of the business.” For example, batteries used in current hybrid vehicles generate such intense heat the cars require separate coolant

HOW TO CONNECT WITH TECHOPIA techopia.ca @techopiaOTT facebook.com/techopiaOTT editor@techopia.ca

What the heck is gallium nitride?

Gallium nitride, or GaN, is a compound known for its incredibly high heat capacity and conductivity, making it an ideal material for semiconductors. Its base element is gallium, a soft, silvery metal that isn’t found in nature but is a byproduct of the production of aluminum and zinc. In 2012, about 273 tonnes of gallium were produced around the world. Over the past decade, manufacturers have begun using gallium nitride in products such as LED flashlights and Blu-ray discs. But its commercial applications have yet to be fully exploited, says Girvan Patterson, the president of local semiconductor firm GaN Systems. “It’s readily available,” he says. “It’s just learning how to harness it.” Ottawa has played a key role in that process stretching back to the late 1990s, when Nortel manufactured early prototypes of gallium nitride transistors with help from the National Research Council. “We’ve been doing it a long time here,” Mr. Patterson says. “We don’t have to go far to get some terrific people. It’s been a huge asset.” Only about five companies worldwide are even attempting to produce gallium nitride transistors, he adds, largely because a specially equipped foundry is needed to create the compound. One of the rare facilities with that capacity just happens to be at the NRC, a short drive from GaN Systems’ headquarters in Kanata. “We were one of the few companies that had the possibility of even (making) any when we started experimenting,” says Mr. Patterson. “It was fortuitous. We had the infrastructure presence here in Ottawa to do it and we had the opportunity and the motivation.”

tanks. Because gallium nitride semiconductors bleed much less energy, coolant tanks would no longer be necessary. The power switching market is currently worth about $59 billion, Mr. Patterson says, and he believes gallium nitride semiconductors will soon grab a $10-billion share of that total. As one of only a handful of companies in the world capable of producing the new technology, GaN is well-positioned to win a hefty chunk of that business, he adds. “Suddenly, now it’s mainstream,” Mr. Patterson says. “No one’s questioning the future of power switching is going to be gallium nitride. It’s a huge opportunity. It’s just a question of how quickly we can ramp things up. We’re not a niche startup any more.” Investors are clearly taking notice. GaN Systems, which previously landed two rounds of seed funding in 2011 and 2012, recently completed another $20-million round led by Montreal’s Cycle Capital Management. It also included BDC Capital and Beijingbased Tsing Capital as well as previous investors Chrysalix Energy Venture Capital from Vancouver and Boston’s RockPort Capital. The company, which has nearly tripled its head count to 31 over the past three years, plans to use the newfound capital to ramp up its sales and marketing staff and hire more engineers to work with clients. It began shipping prototypes to hundreds of potential customers last year and expects to have products on the market by the fall. GaN Systems already has sales offices in Michigan, Germany, the United Kingdom and Japan, and is planning to soon open another in Taiwan, where the silicon wafers for its transistors are manufactured. Mr. Patterson says during the past eight years, the company has evolved from a fledgling outfit with six employees and a good idea to a “real producer” of technology that could revolutionize the semiconductor industry. An electrical engineer by trade, he has had key roles in launching a number of technology firms in his 30 years in the business, including Orcatech and Plaintree Systems. But none can match GaN Systems’ potential to disrupt the global marketplace, he says. “I’ve done a lot of startups in my career,” Mr. Patterson says, “but this is by far the most exciting of them all.”

Perley-Robertson, Hill & McDougall We get it done in Ottawa’s high-tech sector Get to Market. Grow your Market. Reach new Markets. Intellectual Property • Mergers & Acquisitions • Securities • Tax • Immigration

A local team with global expertise, delivering the results you need, when you need them. • 6,000+ patent applications filed • 3,400+ active trade-mark applications, registrations • IP portfolios in 40+ countries • Billions of dollars in M&A deals closed • Billions more in financings with VC, PE investors • IPOs on the TSX, NASDAQ, TSXV Read our insights on business law for technology companies at any stage of growth on OBJ’s Expert Blogs. Perley-Robertson, Hill & McDougall LLP is proud to partner with the Ottawa Business Journal and Techopia.

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MONDAY, JULY 6, 2015

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TECHNOLOGY Sizing up Ottawa’s wearables scene Local startups have chance to be leader in fast-growing sector but must act soon or risk losing out, experts say BY DAVID SALI david@obj.ca

MONDAY, JULY 6, 2015

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bout 100 of the city’s brightest business minds gathered in a ByWard Market office in late June, cloaked in excitement and curiosity about a sector many are calling a potential gamechanger: wearable technology. The strong turnout at the inaugural meeting of the Ottawa chapter of We Are Wearables suggests there is a clear appetite for risk-taking entrepreneurs to dive into the field, organizers say. But Ottawa’s limited success so far also shows that while the city has the potential to take a lead role in the wearables space in Canada, it has some catching up to do to join front-runners Toronto, Montreal and Waterloo. Right now, Canada’s wearable tech scene is predominantly centred in those cities. Toronto is home to about 20 startups devoted to the sector. Montreal entrepreneurs say their city, with its focus on fashionable smart tech, isn’t far behind. Meanwhile, despite its reputation as a tech hub, Ottawa has so far spawned just a handful of companies in the wearable space. But that lack of early traction doesn’t worry We Are Wearables founder Tom Emrich, who says he chose Ottawa for the organization’s third chapter after Toronto and Chicago because of its deep high-tech roots. “That leaves a lasting impression,” the Toronto-based consultant says. “It also leaves a lot of resources and talent which is well-suited for having a new way of computing be successful.” Jennifer Greenberg, a senior associate at Export Development Canada who helped Mr. Emrich launch the Ottawa chapter, says she is convinced the city has what it takes to be a major player in the field. “We have a lot of highly educated people in the city and a strong design

“The problem is we have a lot of competition in Montreal, Toronto and Waterloo. In order to get anything started here, you really need somebody behind the scenes ensuring it happens.” — LEONARD M EACHERN, CO-FOUNDER AND CEO OF GESTURELOGIC ac

GestureLogic’s chief product officer Mark Klibanov (left) and CEO Leonard MacEachern see a bright future for the firm. PHOTO BY MARK HOLLERON

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presence,” she says. “You look at it and there are all the same pieces in Ottawa that they have in Toronto, so why not?” Disciples of wearable tech say the time is now to enter a sector that is expected to expand exponentially over the next few years, fuelled by devices such as the Apple Watch and firms such as headset maker Oculus VR, which Facebook purchased in March for an eye-popping US$2 billion. A recent report by market intelligence network IDC Canada projected the Canadian wearables market would experience “hockey-stick” growth over the next five years. Another study by Juniper Research forecasted retail revenue from wearable technology could jump from $1.4 billion worldwide in 2013 to $19 billion by 2018. Just where Ottawa fits into that equation remains to be seen, but there appears to be no shortage of enthusiasm for the cause. During a panel discussion at the We Are Wearables meeting, moderator Rob Woodbridge asked the audience how many of its members were considering launching a startup in the field. Nearly one-third raised their hands. One local entrepreneur who has already taken the plunge is Kyle McInnes, director at Maker Space North. He is helping a group of entrepreneurs at the

facility develop a prototype for a bracelet that can communicate with other devices connected to the “Internet of Things,” which allows data to be transferred without human-to-human or human-to-computer interaction. He says he believes Ottawa can capitalize on the inextricable link between the Internet of Things and wearable technology that lets users control myriad appliances and other devices with practically a wave of the hand. “We’ve got two major players in the Internet of Things space with IBM and QNX,” he says. “Any great ecosystem is going to have a combination of large companies with the money and the want to promote this stuff, and small startups trying and failing or succeeding. I think Ottawa’s got all the pieces to the puzzle.” Mr. McInnes envisions Maker Space North as a hub for emerging wearable technology, with big companies such as IBM as anchor tenants providing assistance and support with the goal of “startups all around them being able to try new things.” “It seems intuitive to me that if you have more startups making more of these companies, then you’ll have more successes and more successes will beget more investors … and that will kind of drive the industry.”

Leonard MacEachern, co-founder of startup GestureLogic, says the emergence of maker spaces and groups such as We Are Wearables could be a “catalyst” for growth in the sector. But that alone isn’t enough, he adds. “The problem is you need a lot of capital to get started,” says the associate electronics professor at Carleton University. Mr. MacEachern’s firm manufactures a high-tech leg band that allows cyclists to monitor muscle contractions, lactic acid buildup and other key indicators as a tool to prevent injuries. A crowdfunding campaign on Indiegogo last year brought the company more than $140,000, well above Mr. MacEachern’s initial $50,000 goal. Still, he says he “spent the better part of last year running around all over Ontario to raise money.” Carleton University chancellor Charles Chi, a former partner at pioneering Silicon Valley venture capital fund Greylock Partners, stepped up with angel funding, helping GestureLogic raise “well over $1 million,” Mr. MacEachern says. “From our viewpoint, it gives us some confidence.” Other trailblazers in the local wearables space argue Ottawa businesses need more of a go-for-broke attitude if they want to make a dent in an increasingly competitive sector.

“I really think the biggest thing is the mindset,” says Lee Silverstone, co-founder of Gymtrack, which makes a bracelet that lets users monitor their fitness workouts. “We have everything that every other city has, if not more – amazing engineers, manufacturing, investors, everything. I still think that we have this bad mentality where we try and think small and we have a fear of failure and a very big aversion to risk. I think that’s the biggest thing that needs to change.” Gymtrack, which has raised more than $2.5 million in seed funding in just over a year and now has 37 employees at its new downtown headquarters, is an example of the kind of company Mr. Emrich thinks can put Ottawa on the map when it comes to wearables. “There is something happening here in this city,” he says. Still, Mr. MacEachern says local startups need to be more aggressive in pushing to the forefront of wearable tech or risk being left behind. “The problem is we have a lot of competition in Montreal, Toronto and Waterloo,” he notes. “If you’re talented, you’ll just get sucked away to those locations. In order to get anything started here, you really need somebody behind the scenes ensuring it happens.”

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PROFILE

“What I’ve realized throughout my career is that it really is infinite. You learn to live and love the uncomfortableness of change and evolution and not knowing what’s next.” — SHOPIFY VICE-PRESIDENT OF HUMAN RELATIONS BRITTANY FORSYTH

things here is that HR isn’t seen as being my sole responsibility. I may come up with an idea or opinion, but there’s usually a discussion around it. Everyone at Shopify understands the importance of people, and we all have an opinion on the topic. MH: You’ve developed a personal network of high-tech organizations. Tell us about that. BF: Here in Canada, I’ve built up an HR network with a few different companies so that I can share knowledge and experiences, and see what cool new initiatives they’re working on as well. I’m also in constant contact with companies based out of San Francisco. Despite the disadvantage of being so far (away) geographically, I’ve made a conscious effort to spend time building these relationships through phone calls, e-mails and (online) hangouts. I also travel to San Francisco approximately once every quarter to meet with my network in person. HR workshops and conferences are also a great way to meet other professionals in the field. I definitely suggest that everyone reach out and expand their networks within the HR community. MH: You speak about the culture and it seems to be a key ingredient in your secret Brittany Forsyth originally joined Shopify as an office manager, but her HR talents led to a much larger role in the company. PHOTO BY COLE BURSTON sauce here at Shopify. What does it feel like to work here? BF: I think it was always understood that and now VP. I’ve had an amazing time there was something special that made building up the human relations program Shopify, Shopify. I don’t think we necessarily and team at Shopify. labelled it as culture at first, though … I think that the understanding of culture was an MH: You’re a successful young professional evolution for us. who didn’t have a lot of HR ‘experience We put so much value in our people when you started; what’s been key to your and creating the right environment both success here? physically and mentally has always been BF: It’s all about learning and developing, top priority. The office space is a real and for me specifically, it’s about getting the representation of our culture – it’s a fun right support at different points in my career. and unique environment that was created businesses. Anyone can use our software Coming into Shopify and being very new to to meet all the needs of our diverse team. to design, set up and manage their stores HR, I was naïve in so many areas. I believe When you walk into the building, you through any sales channel, including the this brought a lot of value to both Shopify feel a buzz. You’ll immediately notice the web, mobile, brick-and-mortar locations or and me. I looked at everything with a very colours, interesting structures and uniquely pop-up shops, anywhere really. We are the fresh perspective. My previous experience thought-out floor plan. Most importantly, only commerce solution that a merchant hadn’t skewed my view of how things you’ll realize right away just how friendly needs. Most of our 160,000 customers “should be.” Instead, I thought, “How do I and driven everyone is. I’m lucky to say that would identify as SMBs, but larger want to build this?” I believe this allowed me I work with some of the most intelligent, enterprises have started to take notice and to challenge bad processes and out-of-date amazing, cool and authentic individuals now we have companies such as Wikipedia, HR practices and instead think of creative, out there, and you can’t help but take that in Budweiser and the Los Angeles Lakers that intuitive solutions. when you enter one of our offices. argo Hoyt, leadership solutions are Shopify customers. At the same time, I realize this could principal in Lee Hecht Harrison have been very dangerous had I not had the MH: I know that learning and development Knightsbridge’s talent and MH: So tell us about you. How did you start right support around me. There are so many is a huge priority for you. How do you leadership development practice, recently your career at Shopify? challenges that occur when you’re in an approach learning and development in a sat down with Brittany Forsyth, the viceBF: I have more of a unique background. organization that has experienced as much way that’s consistent with your culture? Or president of human relations at Shopify I actually haven’t done HR in any other growth as Shopify has, and it’s important does the culture of Shopify affect how you and a recipient of OBJ’s Forty Under 40 organization outside of Shopify. I to have the right people with the right approach learning and development? award this year, to discuss her job and the completed my undergrad in HR at Carleton knowledge to lean on in these moments. For BF: I think the staggering growth at Shopify HR challenges she faces at one of Canada’s University, so I did have a little bit of that reason, I’ve always had great coaches has forced everyone to develop and learn fastest-growing tech companies. This is an experience, but I came into Shopify when and mentors in my career and I’m always day-to-day, week-to-week, year-to-year. We edited version of their conversation. they were looking for an office manager working towards learning more, developing often account one year at Shopify to 10 years back in 2010, not HR. I fell in love with the more and expanding my network and anywhere else because things change that MH: For anyone who hasn’t been paying company right away and said, “I want to support. much. Constant development and learning attention to the hottest tech company in do more. I want to do HR.” Tobi (Lütke, Furthermore, I’m very lucky to have an has ultimately become a way of being at Shopify’s CEO) gave me the opportunity amazing team of leaders and executives Shopify. 16 Canada, how would you describe what Shopify is and what you do? to get in the door and see what I could here at Shopify who have always embraced One of our beliefs is that as the company BF: We’re a cloud-based platform designed do. Over the past five years I’ve gone from my crazy ideas, even encouraged them and scales, the key to an employee developing is specifically for small to medium-sized office manager to HR manager to director brainstormed with me. One of the neat their (team) lead. So … if we can develop the

‘I fell in love with the company right away’

Shopify HR guru Brittany Forsyth discusses the unique culture that drives Ottawa’s e-commerce trailblazer

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MONDAY, JULY 6, 2015

Who are Ottawa’s fastest growing companies? best leads in the industry, then we’re really going to provide the right environment for people to develop in their own careers. A specific group we have that really helps facilitate that is our talent acceleration team. It’s a team of coaches who primarily do one-on-one and team coaching. They also built out what we dubbed “Managify” workshops. It consists of … workshops ranging from basic management principles to high-level leadership traits and one-on-one coaching that specifically target an area for development. Managify is led by Tobi, our CEO. He does the kickoff and sets the tone to show how important it is to be a great leader at Shopify. Even with the importance of Managify and great leaders, we still believe in an “opt-in approach.” The belief is that you’re never going to learn and develop if you don’t care. If you don’t want to do it, it’s not going to stick with you and you’re not going to take it away and move forward. As a result, we offer all these resources, but leave it to the individuals to determine what meets their current needs. MH: When I think about what you do, so much of it is technical in nature. Often, technical experts have a hard time making the transition into effective people or business leaders. What is critical for developing those resources in your organization? BF: Up until this point, we’ve only hired a few people directly into leadership roles within the R&D departments. Generally, we’ve brought everyone in at the same level to build trust within the organization, and then we move them into lead roles once they have that trust and knowledge within Shopify. We’ve had directors from different companies come in and go back to being a developer, contribute at that level, then move back into a leadership role. There have also been, like most startups, many technical contributors that have moved to the management track. While many of them have been extremely successful, some of them have said, “You know what, this isn’t for me. I tried it and I’m going to go back to the other side.” And we’ve encouraged that as only that individual can really know what’s best for them. For those who stay on the management track, support is critical. It’s the open conversations around the fact that leadership is hard and it’s not about what they have learned up to this point – it’s going to take time.

Forty of Ottawa’s finest entrepreneurs were honoured last month during the Forty Under 40 awards gala at the Hilton Lac-Leamy. Among the happy winners were Steve Beauchesne (above, with judge Sophia Leong); and clockwise below, Andrew Reeves (with Invest Ottawa CEO Bruce Lazenby, right); Denise Siele (with Ottawa Chamber of Commerce CEO Ian Faris); Amy E. Yee (with OBJ publisher Michael Curran); Andrew Emmans (with past winner Darren Fleming, right); Ian Capstick (with BDO partner Kevin Vroom, right); and Jennifer McAndrew (with past winner Marie Boivin, right). PHOTOS BY MARK HOLLERON

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MH: What are you most excited about for the future? BF: The evolution and the growth of Shopify. It’s an exciting time – it makes you want to do more, learn more and keep growing with it!

FORTY UNDER40

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MH: What advice would you give your younger self and other young professionals? BF: When I first got out of university and I got the job at Shopify, I looked at everything as very finite. I thought as soon as I become the HR manager, I’ve made it, I’m done. And I think that’s something you learn in school – there’s always an end. What I’ve realized throughout my career is that it really is infinite. You learn to live and love the uncomfortableness of change and evolution and not knowing what’s next. I think people need to understand it’s never finite – there’s always more.

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THE LIST 1 2 3 4 5 6 7 8 9

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Facility/Address/ Phone/Fax/Web EY Centre 4899 Uplands Dr. Ottawa, ON K1V 2N6 613-822-8800/ 613-237-0685 eycentre.ca Shaw Centre 55 Colonel By Dr. Ottawa, ON K1N 9J2 613-563-1984/ 613-563-7646 shaw-centre.com University of Ottawa Conventions & Reservations 85 University Pvt. Ottawa, ON K1N 6N5 613-562-5771/ 613-562-5201 reservations.uottawa.ca Nepean Sportsplex 1701 Woodroffe Ave. Nepean, ON K2G 1W2 613-580-2424 x23055/ 613-580-9607 ottawa.ca Hilton Lac-Leamy 3 Casino Blvd. Gatineau, QC J8Y 6X4 819-790-6444/ 819-790-6408 hiltonlacleamy.com NAV Centre 1950 Montreal Rd. Cornwall, ON K6H 6L2 1-877-832-6416/ 613-936-5089 navcentre.ca The Westin Ottawa 11 Colonel By Dr. Ottawa, ON K1N 9H4 613-560-7000/ 613-560-7359 thewestinottawa.com Courtyard by Marriott Ottawa East 200 Coventry Rd. Ottawa, ON K1K 4S3 613-741-9862/ 613-741-4913 marriott.com/yowoe Hampton Inn Ottawa by Hilton 100 Coventry Rd. Ottawa, ON K1K 4S3 613-741-2300/ 613-741-8689 hamptoninn3.hilton.com/en/hotels/ ontario/hampton-inn-by-hiltonottawa-YOWCNHX/index.html Ottawa Conference and Event Centre 200 Coventry Rd. Ottawa, ON K1K 4S3 613-288-3450/ 613-667-9888 ottawaconferenceandeventcentre.com Lansdowne Park 450 Queen Elizabeth Dr. Ottawa, ON K1S 5J3 613-580-2429/ WND ottawa.ca/lansdownepark Algonquin College 1385 Woodroffe Ave. Ottawa, ON K2G 1V8 613-727-4723 ext 7481/ 613-727-7735 algonquincollege.com/conference Fairmont ChĂ˘teau Laurier 1 Rideau St. Ottawa, ON K1N 8S7 613-241-1414/ 613-562-7030 fairmont.com Ottawa Marriott 100 Kent St. Ottawa, ON K1P 5R7 613-238-1122/ 613-783-4228 ottawamarriott.com RA Centre 2451 Riverside Dr. Ottawa, ON K1H 7X7 613-733-5100/ 613-736-6233 racentre.com Canadian Museum of History 100 Laurier St. Gatineau, QC K1A 0M8 819-776-7018/ 819-776-7059 history.ca/facilityrentals Delta Ottawa City Centre 101 Lyon St. Ottawa, ON K1R 5T9 613-237-3600/ 613-237-9114 deltaottawacitycentre.com North Grenville Municipal Centre 285 County Road 44, P.O. Box 130 Kemptville, ON K0G 1J0 613-258-9569 x134/ 613-258-9620 northgrenville.ca Brookstreet 525 Legget Dr. Ottawa, ON K2K 2W2 613-271-1800/ 613-271-3541 brookstreet.com Canadian Museum of Nature 240 McLeod St. Ottawa, ON K2P 2R1 613-566-4712/ 613-566-4798 nature.ca

Largest meeting and convention spaces (Ranked by total meeting space)

Total meeting space/ Largest meeting Number of room (sq. ft) meeting rooms

Theatre capacity/ Reception capacity

219,000 90,000

WND 5,000

192,000 57,740

90,000 3,700

Restaurant capacity/ Banquet capacity/ In-house catering available?

Daily rental rate

Free parking?

5,000 5,000 Y

WND

Neil Bales Maxime Laporte

6,000 6,000

N/A 3,840 Y

WND

Nina Kressler Ursula Belanger

200

420 500

887 250 Y

WND

Marie-Sylvie Pruneau

70,000 8,640

900 1,000

N/A 480 Y

$176-$1,676

Natalie Ollson Kay Boland

51,000 15,866

1,600 1,500

140 1,100 Y

$350-$9,250

Alain Miroux Fabienne Nadeau

50,000 9,800

875 1,000

450 500 Y

WND

Kim Coe-Turner Silvia Marino

44,000 16,587

1,800 1,500

200 1,370 Y

$495-$16,200

Ross Meredith Shaddy Shibley

43,000 11,000

1,200 1,200

80 800 Y

$250-$10,000

Franco Falcucci Pamela DiNardo

43,000 11,000

1,200 1,200

NA 800 Y

WND

Nuala Dinardo Pamela DiNardo

43,000 11,000

1,200 1,000

100 800 Y

$250+

Claudio Dinardo Pamela Diane DiNardo

42,000 35,000

2,800 2,800

N/A 2,800 N

WND

Benoit Osborne Jennifer Bradley

40,144 11,760

700 1,256

120 848 Y

$95+

Mary Baxter Lisa Barker Lisa Barker

36,000 5,886

600 800

180 450 Y

$700-$7,000

Claude J. SauvĂŠ Sue Ohlson

36,000 6,500

600 600

180 600 Y

$250-$4,000

Daniel Laliberte Markus Fisher

33,821 6,690

600 600

180 475 Y

WND

Tosha Rhodenizer Shelley Carbonetto

33,235 12,925

500 1,500

60 600 Y

$600-$4,500

Mark O'Neill Genevieve Mercier

26,000 10,000

1,100 1,000

150 900 Y

WND

Zubair Siddiqi Marilyn Power

23,000 17,000

300 300

N/A 300 N

$126-$1,050

Darren Patmore Mark Guy Lisa Kmiel

22,910 5,188

450 500

125 370 Y

WND

Patrice S. Basille Mark Nisbett

20,000 7,700

220 500

60 240 WND

$800-$3,300

Nathalie Boulet Diane Mongrain Andrea Fernandes

Key contacts

* plus arena - limited access. WND = Would not disclose. **Did not respond - using most recently updated info. Should your company be on this list? If so, please send details to research@obj.ca. This list is current as of April 25, 2015 by Ottawa Business Journal. All rights reserved. This material may not be reproduced by any method in whole or in part without written permission by Ottawa Business Journal. While every attempt is made to ensure the thoroughness and accuracy of the list, omissions and errors sometimes occur. Please send any corrections or additions by e-mail to research@obj.ca. OBJ lists are primarily compiled using information provided voluntarily by the organizations named. Some firms that may qualify for the list are not included because the company either failed to respond to requests for information by press time, because the company declined to take part in the survey or because of space constraints. Categories are drawn up in an attempt to gather information of relevance to the Ottawa market. Research by Patti Moran. Please send questions and comments to research@obj.ca.

FOR THE RECORD People on the move Jeysa Martinez has joined Borden Ladner Gervais LLP as an associate, practising in the areas of commercial real estate, commercial real estate lending, real estate lending and banking and financial services. The Attain Group has welcomed two new members to its team in Ottawa. Jessica McGinn joins the firm as administrative assistant, and Bill Blackburn, a technical field specialist who has been with the company since March and brings more than 25 years of cabling and industry experience

Contracts The following contains information about recent contracts, standing offers and supply arrangements awarded to local firms. Babcock Canada Inc. 85 Albert St. Description: Submarines Buyer: DND $168,000,000 Jonathan Harper, Damian Maclellan, Danica Robertson, Robert Martin 180 Metcalfe St. Description: Architectural and engineering services – restoration/ conservation heritage building structures Buyer: PWGSC $4,586,723 Ross and Anglin Ltd. 2920 Sheffield Rd. Description: Kennisis Lake dam replacement Buyer: PWGSC $3,684,050

Privacy Analytics announced that Geordan “Geordie” Chester has joined its management team as vice-president of professional services. Mr. Chester will lead the planning and management of all professional and client services.

Ottawa police chief Charles Bordeleau has been named communicator of the year by an expert panel from the International Association of Business Communicators’ Ottawa chapter. Mr. Bordeleau, who has been a police officer in Ottawa since 1984, is being honoured for his accessibility and responsiveness to both the media and local citizens, especially during crisis situations.

Hats off Beau’s All Natural Brewing Co.’s newest beer, Golden Vox, was awarded the Collaboration Nation prize for best collaborative beer at the Session Craft Beer Festival in Toronto. The beer was conceived and brewed by Beau’s in partnership with Canadian hip-

Development Canada $2,000,000 Bronson Consulting Group 6 Monkland Ave. Description: Northern contaminated sites program – strategic program management services Buyer: Aboriginal Affairs and Northern Development Canada $2,000,000 DRS Technologies Canada Ltd. 700 Palladium Dr. Description: Central switching unit Buyer: DND $1,105,798 NRNS Inc. 4043 Carling Ave. Description: A.1 application/software architect – level 3 – 4 resources Buyer: RCMP $999,914 Lari Construction 190 Jean Proulx Description: LTDCL brick repairs Buyer: PWGSC $868,650 Exel Contracting Inc. 135 Walgreen Rd. Description: Excavating and earthmoving work Buyer: PWGSC $437,557 Adirondack Information Management Inc., Amita Corp., Artemp Personnel Services Inc., The AIM Group Inc., in joint venture 130 Albert St. Description: Professional services Buyer: PWGSC $335,609

Cummins Eastern Canada LP 3189 Swansea Cr. Description: Generator maintenance Buyer: PWGSC $333,898 Modis Canada Inc. 155 Queen St. Description: Two B.1 business analysts – level 3 Buyer: Elections Canada $324,229 Ricoh Canada Inc. 2405S St. Laurent Blvd. Description: Digital printers – LTCS Buyer: RCMP $319,664 Project X Productions Inc. 955 Gladstone Ave. Description: Rental of LED video screens and related equipment – Category 3 Buyer: Department of Canadian Heritage $315,000 Donna Cona 106 Colonnade Rd. Description: Policy services for aboriginal economic development Buyer: Aboriginal Affairs and Northern Development Canada $302,163 Systems for Research Corp. 300 Earl Grey Dr. Description: Optical instruments, test equipment, components and accessories Buyer: RCMP $292,077 EMS Technologies Canada Ltd. 400 Maple Grove Rd. Description: ADP software Buyer: DND

$250,859 WSP Canada Inc. 2611 Queensview Dr. Description: Environmental engineering services for the postal station B rehabilitation Buyer: PWGSC $244,231 Upstream Business Solutions Ltd. 1000 Thomas Spratt Pl. Description: Office furniture Buyer: PWGSC $240,000 Les Traductions Tessier S.C.C. 188 Montcalm Description: Translation Services Buyer: PWGSC $218,452 TRM Technologies Inc. 280 Albert St. Description: ADP software Buyer: Parks Canada $210,971 Donna Cona 106 Colonnade Rd. Description: Policy services for aboriginal economic development Buyer: Aboriginal Affairs and Northern Development Canada $205,104 Patterson Creek Consulting Inc. 31 First Ave.

Description: Policy services for aboriginal economic development Buyer: Aboriginal Affairs and Northern Development Canada $205,104 Levitt Safety Ltd. 21 Antares Dr. Description: Shelter accessories Buyer: DND $203,861 Pierre Rodrigue Medicine Societe 80 Lucerne Description: Physicians – Ottawa Buyer: RCMP $193,908 Bell Browne Molnar & Delicate Consulting Inc. 55 Murray St. Description: Policy services for aboriginal economic development Buyer: Aboriginal Affairs and Northern Development Canada $164,083 Maplesoft Group 408 Churchill Ave. Description: I.5 IM architect – level 3 Buyer: RCMP $162,720 Oracle Canada ULC 45 O’Connor St. Description: ADP software Buyer: Veterans Affairs Canada $150,604

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Tiree Facility Solutions Inc. and MHPM Project Management Inc. in joint venture 424 Parkdale Ave. Description: Northern contaminated sites program – strategic program management services Buyer: Aboriginal Affairs and Northern

hop artist k-os.

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Stratos Inc. and Claw Environmental Services Inc. in joint venture 1 Nicholas St. Description: Northern contaminated sites program – strategic program management services Buyer: Aboriginal Affairs and Northern Development Canada $2,000,000

managing communication projects throughout Ontario.

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Ottawa Office: 2275 Stevenage Dr., Bay 2, Ottawa, ON K1G 3W1 Phone: 613-248-8887 | Fax: 613-248-8881

Toronto Office: 11 Kelfield St. Toronto, ON M9W 5A1 Phone: 416-663-7976 | Fax: 416-663-3650

Yo u r To t a l R e s t o r a t i o n R e s o u r c e www.brookrestoration.ca