Douglas magazine Apr/May 2024

18

Tomorrow's Tourism is Regenerative

It’s not enough to “do no harm.” Local businesses — led by the tourism industry — are looking to regenerate and reshape Vancouver Island.

BY DIANE SELKIRK

24

Five Pillars for a Better Business

Here are five successful strategies for managing both products and people.

BY LIAM RAZZELL

DEPARTMENTS FEATURES

60

Exporting 101

You have a successful local business. Should you export? Even the experts admit it can be a maze of paperwork, compliance and logistics, but we’re here to guide you.

BY KEN WINCHESTER

70 Clever Curation

Despite ebooks, online sales and closures everywhere else, bookstores in Victoria are thriving. What makes us so unique?

BY DAVID LENNAM

SPECIAL SECTION

32

10 to Watch Award Winners 2024

From spas to school lunches, this year’s winners demonstrate a return to that elusive but allimportant business strategy: the human touch.

BY ANDREW FINDLAY, DAVID LENNAM AND KEN WINCHESTER

6 NOTE FROM THE EDITOR

11 IN THE KNOW

How ALUULA’s innovative fabrics were inspired by windsurfing; Scotty Manufacturing celebrates 70 years of helping Island fishers land that big one; coffee meets reconciliation at the Island’s first Indigenous-owned Starbucks; and a local non-profit is keeping automobile oil out of the landfill.

76 INTEL

76 PRESSURE MAKES DIAMONDS

Take a deep dive into your competition if you want to stay ahead of it.

BY JUSTIN FERRIMAN

78 CORPORATE PHILANTHROPY

How companies with a strong social and environmental purpose grow faster, innovate better and engage both employees and customers.

BY JILL VAN GYN-CARR

80 LIFE + STYLE

Carry those leftovers in style with our pick of cool office lunch boxes; turn “coffee into words” with your laptop and a brew at Habit Coffee; discover how the heat and exertion of hot yoga can revitalize mind and body.

82 DID YOU KNOW

Here’s the real price of dining out.

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What makes an entrepreneur tick ?

FOR THIS YEAR’S annual 10 to Watch winners, it’s passion, persistence and the human touch. The centrepiece of this issue is our pick of 10 inspiring Island startups, as judged by five of the most experienced business leaders in Victoria.

As someone who has started several businesses, I empathize with their challenges. The most successful entrepreneurs aren’t motivated by money. It’s about the experience, the way of life, the rush. It’s about scratching the itch that just won’t go away. It’s about knowing that this is the work you simply can’t not do.

It’s also about doing business person-to-person. In a world dominated by electronics, successful startups are recognizing the value of authenticity. Building genuine connections with consumers is no longer an option but a prerequisite for success. Entrepreneurs are crafting narratives that resonate with their audience, engaging in meaningful conversations and fostering a sense of community. The human touch is the secret ingredient to their success.

As these winners show, the business landscape is becoming increasingly diverse, and startups are leading the charge in embracing it. New businesses are not only expanding their target audiences but also contributing to a more inclusive narrative. Diversity is not just a buzzword; it’s a fundamental business strategy. The success stories emerging from Victoria’s startup ecosystem serve as a testament to the power of innovation, resilience and a commitment to staying ahead of the curve.

Speaking of passion, in this issue we also look at the business of bookselling. As a former book publisher, I have a soft spot for the printed word, and it turns out Victorians do, too. Greater Victoria is said to have more bookstores per capita than anywhere else in Canada, and business is thriving.

“Entrepreneurs are crafting narratives that resonate with their audience, engaging in meaningful conversations and fostering a sense of community.”

We also take a hard look at competition, the pleasures and perils of travel, and guide you through the maze of logistics involved in exporting goods and services across Canada, into the U.S. and even overseas. There is advice on corporate philanthropy, regenerative business and, when it all gets to be too much, how to release stress through hot yoga. •

— Ken Winchester, Editor

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The Fabric of Our Lives

How Victoria-based ALUULA created a breakthrough in composite fabric manufacturing.

BY LIAM RAZZELL

IN THE KNOW

If you’ve ever walked along Dallas Road on a blustery day, chances are you’ve seen windsurfers and kiteboarders bouncing on the whitecaps below. It’s from the minds of a few of these adventurers that the Victoria-based composite fabric manufacturer ALUULA was born.

Before ALUULA, windsports companies made airframes out of the composite fabric Dacron. But the lack of innovation in new fabrics created a problem for the industry. “We got to this point where the market was saturated,” says Richard Myerscough, CEO of windsports company Ocean Rodeo.

Enter Peter Berrang, one of Ocean Rodeo’s stakeholders, who developed a method of creating composites by fusing polyethylenes. Typically, glues are used to bond the materials in composites, but with Berrang's method, “They mix together and basically become one,” says Myerscough.

The new composite proved stronger and lighter than Dacron. Soon, other windsports companies expressed a demand for the fabric, and in 2019 Myerscough founded ALUULA.

Today, the company sells five versions of fabric for a range of applications, from backpacks to bike helmets to sails. Not only are they abrasion resistant and UV stable, but they have an additional attribute that sets them apart: recyclability.

“If you’ve got a backpack … it probably has a nylon weave and a polyurethane film,” says Myerscough. “But that isn’t recyclable. If you have a bag made from one of ALUULA’s fabrics, you could technically put it in your blue bin.”

Outdoor gear manufacturers Arc’teryx and Durston are set to release products made using ALUULA’s composites. Chilliwack-based Thin Red Line Aerospace purchased ALUULA materials to make hardware for NASA’s lunar and Mars missions.

Says Myerscough: “You just never know where you’re going to go when you have a breakthrough like this.”

FISH ON !

How Scotty Manufacturing conquered the world of fishing.

BY KEN WINCHESTER

pretty much every vessel — motor or sail — on Vancouver Island has a Scotty downrigger, rod holder or other piece of marine hardware from this 70-year-old firm.

In 1952, Blayney and Almeda Scott started a small company in Victoria with the intent of pioneering the use of that new, space-age material, plastic, to fabricate fishing lures and other marine products. From this humble beginning, Scotty Manufacturing evolved to produce thousands of products

under the Scotty trademark, focusing on fishing, marine, outdoor and firefighting industries worldwide.

With strong roots in commercial fishing, Scotty saw a market for this new, lightweight and waterproof material. Sport fishing was the perfect fit. Scott Plastics produced its first fishing and boating catalogue in 1963 to showcase the revolutionary new products being manufactured for the industry. The business was a bootstrap early on, with some of its early moulding machines made from

surplus airplane parts.

In 1973 Scotty created its first downrigger. It was light, portable and built to withstand northwest waves and weather.

In 1990 the company’s nowfamous electric downrigger was launched, and quickly evolved into a user-friendly, must-have fishing accessory.

In 1999, Scotty launched a line of firefighting equipment, now grown to more than 60 products, from nozzles to water-carrying backpacks.

A new 90,000-square-foot facility was built near YYJ in 2000. The cavernous space is

WHO’S STARTING STARTUPS?

Over the last few years, entrepreneurs have dealt with all-consuming and, for many, devastating impacts of the pandemic. As they head into spring 2024, small businesses and startups are feeling cautiously optimistic about the future. Of 400 respondents to a recent Startup Canada survey,

90 per cent manage for-profit businesses and the other 10 per cent operate non-profit social enterprises or charities.

Over the past two years, more than 25,000 small businesses were launched. Almost half of those entrepreneurs will probably stay in business for more than

five years. Regionally, British Columbia has had the greatest startup growth, followed by Alberta. Looking at the types of businesses created, science and health-related fields, financial services and sales, and service have been the most popular sectors for new entrepreneurs.

equipped with a state-ofthe-art machine shop, 17 injection moulding machines and staffed by 100 employees. The factory gave Scotty the ability to expand its product line and dramatically increase production.

The moulding floor runs 24 hours a day, six days a week. Raw plastic comes in the front door, finished product goes out the back. Once an item has been fabricated, it’s assembled and packaged in house, then shipped to Island dealers and around the world.

COFFEE AND Reconciliation

The We Wai Kai Nation opens Vancouver Island’s first Indigenous-owned Starbucks.

BY DIANE SELKIRK

Looking to increase it economic self-sufficiency, the We Wai Kai Nation has collaborated with multinational coffee chain Starbucks to celebrate an Island first: the opening of a café built, licensed and operated entirely by the First Nation community. Located in the new Quinsam Crossing development, just off the Inland Island Highway between the Campbell River Airport and downtown, the word Quinsam is defined as “the resting place,” a prophetic description for the growing roadside hub of shops and services.

The café’s interior highlights the Nation’s rich culture and connection to the land. Cedar panelling, meant to evoke towering trees, and light fixtures suggesting traditional weaving techniques create a welcoming glow. The store also features a vibrant mural by local artist Jessica Chickite. Inspired by the Nation’s creation story of the Great Flood, Chickite blends the Starbucks siren with Indigenous elements to symbolize the connection between Starbucks and the We Wai Kai Nation.

The new Starbucks is the second location in

Source: Startup Canada, CIBC Small Business, Statistics Canada

Canada to be licensed and operated by a First Nation, and the first in B.C. The partnership encourages large companies to listen to and learn from local communities. “This moment not only represents our commitment to strengthen our relationships with Indigenous communities, but also our desire to thrive together,” says Shannon Leisz, vice-president, Starbucks Canada.

In an Interview with CBC, Chief Ronnie Chickite said it’s through collaborations like this one that self-reliance becomes possible. “[Businesses] are opening their doors to partnerships with First Nation communities, which is something that we haven’t seen in the past,” he said. Chickite added the simple act of creating a place where people connect over coffee is also a small step toward reconciliation.

Artist Jessica Chickite,s vibrant artwork blends Indigenous images with Starbucks’s siren.

CARLA DUFFEY/LIMESODA PHOTOGRAPHY

DOUGLAS KOK

Scotty’s 17 injection moulding machines produce everything from fishing downriggers to firefighting equipment.

Five Minutes with Lieutenant-General JENNIE CARIGNAN

BY KEN WINCHESTER

aveteran of both the battlefield and the boardroom, Lt.Gen. Jennie Carignan is the highest-ranking woman in the Canadian Forces. A graduate of the Royal Military College of Canada in Engineering, Carignan was commissioned into the Canadian Military Engineers in 1990.

Since then, she has commanded two combat engineer regiments, spearheaded the flood relief efforts in Quebec in 2019 and led NATO Mission Iraq from November 2019 to November 2020. Carignan participated in three expeditionary operations in Bosnia-Herzegovina, the Golan Heights and Afghanistan.

Along the way, Carignan earned a master’s degree in business administration from Université Laval and a second master’s degree from the United States Army Command and General Staff College and the School of Advanced Military Studies, among other laurels.

What first attracted you to the Royal Military College and a career in the Forces?

My mother was a school teacher and my father was a police officer in a small town in Quebec’s Eastern Townships. I grew up enjoying the outdoors and I loved to dance, so my intentions were to pursue dance or a career where I could contribute to something bigger than myself. What’s the link between dance and the military? I would say it’s the right mix of discipline, strength and grace.

What lessons did you take away from combat duty?

all learned that a rigorous, deliberate plan can inform the way ahead, but what matters most in life and work is the ability to adapt to any circumstances.

You have a new position and initiative. What do you hope to accomplish?

The Canadian Armed Forces has been grappling with issues of culture and professional conduct for some time. Twenty years ago we set up the Canadian Defence Academy, responsible for professional development, training and lifelong learning. After issues surrounding sexual misconduct became front and centre, we knew we needed to truly address the issue. And so we went back to the drawing board and decided to model ourselves off other professions’ self-regulating organizations like Engineers Canada and the College of Teachers. We recognize the importance of creating a healthy, safe and respectful work environment. So far, we have consulted with more than 16,000 Forces members, stakeholders and external reviewers and we proposed a plan to the Minister of National Defence to anchor our culture evolution. This comprehensive implementation plan will guide our work to 2028 by prioritizing our efforts to evolve Forces culture and modernize our military justice system.

HUGOMONTPETIT

“We have a lot in common with businesses and can learn from each other.”

My last deployment was from November 2019 to November 2020 leading the NATO Mission Iraq. It was supposed to be a straightforward mission, and it was until Iranian-backed militias started firing rockets at U.S. and NATO forces, including the U.S. Embassy. The situation became very chaotic and unstable. Let’s not forget the beginning of the pandemic during all of this, too. Even the best plans don’t survive first contact with the enemy. We

DOUGLAS READS

Travel was once a marker of sophistication. Now the business traveller and tourist alike are just as likely to be viewed as one locust in a destructive swarm.

Travellers face tough questions: When does economic opportunity become exploitation? How do we justify the use of climate-changing jet fuel? Can we be sure our travel

What can the military learn from the civilian business world? And what can business learn from the military?

As organizations gathering humans around a mission, we have a lot in common with businesses and can learn from each other. After spending the first 13 years of my career in the military, I felt the need to better understand my institution. Studying business was for me an opportunity to learn different ways of solving issues. I found that all organizations share similar challenges to different degrees. The organizational culture is intimately linked to their mission. The military is well structured to respond to crises; however, I have learned that hierarchical systems have disadvantages when it comes to flexibility, power dynamics and innovation. I have also observed that flat structures can be challenging at times for adaptability and innovation as well! In the end, it ’s all about how humans interact with each other that matters and designing the best possible structure and processes that will enable the humans and the mission. Organizational culture is the secret ingredient that will render your organization — any organization — more effective.

and business dollars aren’t propping up corrupt regimes?

Now, as the world returns to travel, writer and broadcaster Steve Burgess asks: Is satisfying our own wanderlust worth the trouble it causes everyone else?

Or are tourists guilty of the charges — from unsustainability to exploitation — levelled against them by everyone from environmentalists to exhausted locals to superior

fellow travellers who have traded in the tour bus for “authentic” experiences?

In the smart and sharply funny Reservations: The Pleasures and Perils of Travel, Burgess looks into the traveller’s soul, sharing stories of significant travels, from Rome to Tana Toraja, and looking to experts around the world for insight into why we travel and how we could do it better.

INSIDE INTERCHANGE

How a local non-profit is helping keep used automobile products out of landfills.

BY LIAM RAZZELL

Motor oil, antifreeze and used oil filters contain toxins that can contaminate the environment and kill wildlife if improperly discarded. Plastic containers can take hundreds of years to break down. That’s where Interchange Recycling comes in. Every year, the Victoria-based non-profit helps recycle a staggering 50 million litres of motor oil, three million litres of antifreeze, six million oil filters and 1.7 million kilograms of plastic containers from across the province.

It all started with Extended Producer Responsibility — provincial regulations that require producers of everything from paint to beverage containers to take responsibility for the life of their products.

In 2003, to satisfy these requirements, manufacturers and retailers of products regulated by EPR founded the B.C. Used Oil Management Association. “The industry decided it makes sense to do this together, and appointed us as their agent to run a provincewide collection agency for them,” says CEO David Lawes who, along with a board of stakeholders, manages the non-profit. On the association’s 20th anniversary last June, it rebranded as Interchange Recycling.

Interchange collects environmental handling charges from its members, based on sales volumes. It then uses this money to install recycling drop-offs at dumps and depots, as well as to incentivize trucking companies to pick up recyclables at industrial facilities to recycle or re-refine them.

Some 75 per cent of the motor oil Interchange recycles is re-refined, and what can’t be gets turned into a base ingredient that can be sold and used to make asphalt or energy products. Antifreeze is always re-refined. Metal retrieved from oil filters can be sold on the metal market or used to make products like rebar, wires and nails. And plastic containers are recycled into plastic products like new containers, plastic piping and even patio furniture. •

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Regenerative Tomorrow's Tourism is

How a smart, new, more-than-sustainable approach is changing the travel industry on Vancouver Island.

BY DIANE SELKIRK

CAITLIN RONDA

hirty years ago, when Charles McDiarmid laid the groundwork for the famous Wickaninnish Inn in Tofino, concepts like sustainable tourism weren’t part of the mainstream conversation. “But my mother had us recycling early,” he explains. “And my father became an MLA to help create Pacific Rim National Park.” When it came to the Wickaninnish, McDiarmid says his approach was shaped by love and respect for the land and the local community. These values led to choices that, while commonplace today, were radical at the time — such as building around existing trees, seeking out recycled lumber and connecting guests to local businesses instead of offering on-site resort amenities like wildlife tours or surfing. “Since then, we’ve continued to embrace opportunities to create a lighter footprint and become a better neighbour,” he says.

Often associated with housing shortages, environmental degradation and low-paying seasonal jobs, tourism is frequently viewed as a necessary evil by the communities that depend on it. Pioneering businesses like the Wickaninnish have consistently confronted these challenges. (McDiarmid, for example, is credited with extending Tofino’s tourism calendar by rebranding the winter months as storm-watching season and is currently working to tackle his staff housing shortage.) Deirdre Campbell, one of the co-founders of the annual Impact Sustainability Travel & Tourism conference in Victoria, says businesses and destinations can often be unsure where to start. “In the beginning, there weren’t many resources,” she explains.

Impact, which brings together tourism businesses, destinations, academics and policymakers, was born out of the notion that an intensive, solutions-based conference could yield creative thinking and new ideas. It quickly gained momentum after its 2018 inception. “Other conferences might have one panel on sustainability, but we knew that wasn’t enough,” says Campbell, who is also president of the Victoria-based public relations and communications firm tartanbond.

Initially offering practical steps on how to

make tourism businesses greener and more sustainable, it was a presentation by Elizabeth Becker, author of Overbooked: The Exploding Business of Travel and Tourism, that set the conference on its current path. When Becker asked conference participants to dig deeper and quantify what it was they wanted to sustain, Campbell says a mind shift occurred: “We talked about buildings, businesses, parks … all the things people love about their communities.” Conference participants began to realize that the old model of tourism, which prioritized tourist needs at the expense of the environment, culture and community, was part of the problem. “Sustainability means you’re sustaining something the way it is,” Campbell says. “But often the harm’s been done. We need to go further. Regenerative tourism is about enhancing or helping bring back the things that communities, cultures and ecosystems need to thrive.”

A Shift to Stewardship

Guided by tourism boards and convention and visitors bureaus, local tourism development is often perceived as nothing more than a competition to draw in visitors. However, with the surge in travel to Vancouver Island and the escalating impacts of climate change, Anthony Everett, president and CEO of 4VI (formerly Tourism Vancouver Island), says many regional organizations have begun to recognize they need to shift from a marketing-centric approach to a more proactive stewardship model. Everett says, “There was a two-week period in August of 2021 when there were more visitors on the Island than we’d ever had before. Communities and businesses were overwhelmed and asking us what to do.”

Realizing that its traditional role of generating awareness and attracting more visitors had to change, Everett says 4VI transitioned to a social enterprise in April 2022. Its goal is to focus on the four pillars of regenerative tourism: environmental sustainability, economic balance, community well-being and cultural inclusion. One of its first acts was to sign the Glasgow Declaration on Climate Action

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in Tourism. Then it measured the carbon footprint of the Island’s 10 million annual visitors, which laid the foundation for a climate action strategy aimed at halving this impact by 2030. 4VI also went on to achieve biosphere certification, a globally recognized accreditation granted by the Responsible Tourism Institute.

Now, with tools and education materials in place, Everett says 4VI is embarking on community consultations to develop individual stewardship plans. The hope is that this new approach will not only benefit the Island’s towns and regions, but also provide a business advantage. Something underscored by the fact that a resounding 83 per cent of travellers want more sustainable tourism options.

While visitor and community demand for sustainable experiences continues to grow, businesses wanting to do the same still struggle. “It’s a whole shift in perspective, so it can be quite overwhelming,” says Jill Doucette, another of Impact’s co-founders. This uncertainty can lead to businesses going in blind and just trying things, she says, “which can work, but might not be the most cost-effective way to make measurable changes.” Doucette, who founded Victoriabased Synergy Enterprises in order to guide businesses toward carbon neutrality and on to regenerative practices, says to be most efficient she recommends starting with a baseline. “What ’s the total carbon footprint of this business? How much energy does it use? How much waste does it produce?”

Then, once a business knows its starting point, it can create an action plan that shows things like “carbon impact per dollar invested.”

Though environmental sustainability is just one pillar of regenerative tourism, it’s considered the foundation that supports the economic, community and cultural elements. Kevin Smith, president of Victoria-based Maple Leaf Adventures, which operates eco-tours aboard three boutique vessels (including two of historic significance), says while the small business offers immersive West Coast experiences, it also wants to help make things better.

Operationally, Maple Leaf is committed to low-carbon, sustainable actions — and providing quality local employment. But Smith, who was a negotiator on the Central Coast (Great Bear Rainforest) land use plan, says he also wants to prove tourism can help replace more damaging industries. “We want to show remote coastal communities that they don’t just have to rely on the extractive resource economy.” For Smith, early actions included taking the thenunprecedented step of developing protocol agreements with the Indigenous Nations whose territories it sailed in. He also prioritized forging connections with local businesses, making sure passenger money flowed into the places they visit.

Aware of the importance of a healthy environment to eco-tourism, Maple Leaf began to support a variety of conservation research projects. With bear watching an

The Marine Debris Removal Initiative has led to the disposal of more than 550 tonnes of beach debris.

SIMON AGER/MAPLE LEAF ADVENTURES

SIMON AGER/MAPLE LEAF

No longer hunted in B.C., grizzly bears like this one roam the Great Bear Rainforest to the delight of eco-tourists. The Commercial Bear Viewing Association

important part of its itineraries, Smith saw a need to develop science-based, best-viewing practices, which led to him co-founding the Commercial Bear Viewing Association of B.C. in 2001. (The CBVA went on to amplify the voices of First Nations, who advocated for the end of the grizzly bear hunt in 2017.) Smith says these actions and relationships came together during the pandemic, when he co-led the Marine Debris Removal Initiative. The seven-member Small Ship Tour Operators Association of B.C. collaborated with the Heiltsuk, Kitasoo/Xai’xais, Gitga’at, Wuikinuxw and Gitxaala Nations as well as the B.C. government on an initiative that kept people employed and led to the removal of over 550 tonnes of beach debris.

The progression from sustainable actions within a business to regenerative actions within the community isn’t a linear one. Instead, it’s an ongoing process of staying engaged and adapting to changes in a way that can help future-proof a business.

“What�s the total carbon footprint of this business? How much energy does it use? How much waste does it produce?”

—Jill Doucette, Impact co-founder

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For Chyanne Trenholm, assistant GM of Homalco Wildlife & Cultural Tours, futureproofing is actually a fairly ancient way of thinking.

Describing the Campbell River-based, Nation-owned Homalco Tours as a social enterprise, Trenholm, who’s also a member of the Homalco First Nation, says the eco-tourism company is focused on cultural revitalization, conservation and regeneration, career development and economic independence. “We care about a lot more than just the bottom line,” she explains.

Trenholm says that right now, as the people in her Nation heal, one of the most important elements of the business is “helping community members find a way back to our culture.” But she says they’re also investing in the health of the land around them: “Conservation fees go to salmon enhancement on the Orford River and scientific research with the Commercial Bear Viewing Association and the North Island Marine Mammal Stewardship Association.”

Down the road, she sees the business shifting to other goals — like finding a way to eventually transition its two newest boats to fully electric propulsion. “Caring for the land and our community is a really big piece of our business,” Trenholm says. “The economics are important. But the regenerative thinking is what gives us the ability to make our communities better places for everyone, especially future generations.” •

“The regenerative thinking is what gives us the ability to make our communities better places for everyone, especially future generations.”

— Chyanne Trenholm, assistant GM, Homalco Wildlife & Cultural Tours

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Homalco Wildlife & Cultural Tours explores the Salish Sea, Discovery Islands and Bute Inlet — the Nation’s traditional territory.

Regeneration in Action

Spotlight on four Island businesses

 Horne Lake Caves offers tours for the 30,000 visitors who visit Horne Lake Caves Provincial Park each year. Kyle Girgan, the sustainability and development coordinator, says his team first began working on their regenerative development goals in 2023. Since then, they’ve upgraded their power supply to solar, completed an eco-efficiency assessment on their building, replaced outdated equipment like refrigerators (they now run everything on battery power) and purchased used bicycles so summer staff could commute from the provided accommodation. Upcoming plans include conducting an audit of park waste and exploring the feasibility of a river-driven, microhydroelectric power supply for their facility. Girgan notes that while they’re proud of the progress so far, maintaining momentum can be challenging. “Whether you’re a big or small organization, there has to be a champion of change.”

 Clayoquot Wilderness Lodge is a luxury eco-lodge in Clayoquot Sound. Much of the lodge’s sustainability program is outlined by an environmental management plan, which emphasizes selfsufficiency. A small on-site mill turns fallen trees into firewood and all compostable materials go into a Biovator, which later provides the compost used in the lodge’s vegetable gardens. Sarah Cruse, the resort’s general manager, emphasizes one important element of the lodge’s regenerative plan is developing a stronger relationship with the Ahousaht First Nation, whose traditional land they are on. She says, “When you’re working anywhere,

whether it’s in a village or a city, you’ve got to make the time to be a part of the local community.”

 Big Wheel Burger became Canada’s first carbon-neutral fast-food restaurant in 2011 and has since grown to six locations in Victoria and the south Island. In-store sustainability programs include sourcing all ingredients locally, using compostable packaging to divert a minimum of 98 per cent of their waste and food scraps for use in their Food Eco District community garden. Founded on the “triple bottom line” philosophy of social, environmental and economic performance, co-founder Calen McNeil emphasizes the importance of giving back to the community. Currently they are helping to fund 500 backyard gardens for people with food insecurity.

 Eagle Wing Tours is a locally owned and family-operated whale and wildlife watching company in Victoria. Focusing on conservation, sustainability, research and education, it is certified carbon-neutral and biosphere certified. Active supporters of research, passenger trips often include data and sample collection for conservation partners — including things like scooping up humpback whale poop to help understand the species’ remarkable comeback. Eagle Wing also became the first marine eco-tourism company in the region to have its boat fleet tested for noise emission levels as part of the Vancouver Fraser Port Authority-led ECHO program, which seeks to manage the impact of shipping noise on marine mammals in the Salish Sea.

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5 PILLARS FOR A BETTER BUSINESS

It’s not just about the money. Here’s how embracing five principles can help you manage both product and people.

BY LIAM RAZZELL

Crafting a winning strategy should be every business leader’s goal. Yet transforming larger-than-life ideas into concrete steps is often easier said than done, and figuring out where to begin can be daunting. Business strategies are built upon five different pillars: product or service, marketing, finance, management and operations. If you’re not sure about your firm’s position on each of these pillars, we can help. In this article we’ll dive into each one to help you better understand where your business currently stands, with advice from Victoria-area entrepreneurs.

Does Your Product or Service Answer a Need?

Successful businesses have a strong focus, a raison d’être, and offer a product or service that supports it.

For example, Victoria-based cosmetics manufacturer Elate Cosmetics has a specific goal and solves a problem. “Every beauty [company] wants you to buy more, more, more,” says founder and CEO Melodie Reynolds. “That creates a cycle of overconsumption that ultimately ends up as extra waste.” In Canada alone, some 773 million plastic cosmetic and personal-care product containers end up in landfills every year, according to market research firm Euromonitor International.

To help remedy that problem, Elate packages cosmetics using 95 per cent reusable, recyclable or plantable packaging. It has helped save over 697,000 packages from landfills. “I started this business in 2014 to disrupt the status quo,” says Reynolds. “Now sustainable beauty is more mainstream, and companies like mine are gaining traction.”

Beyond solving a problem, it’s important that you care about your business. “If you’re not happy with what you’re doing, you’re not going to do it well,” says Al Hasham, owner of Victoria-based courier company Maximum Express and home furnishings store Max Furniture. “Whether it’s a product or a service, you’ll be able to sell that well because you yourself believe in it, and it’s something that you’re passionate about.”

Marketing Matters Now More Than Ever

Entrepreneurs can’t expect to grow their business if nobody knows it exists. That’s why marketing is crucial to success.

“[Marketing] shapes what kind of customers you’ll attract, how people

Informative and influential, DOUGLAS is the magazine of choice for local business leaders and achievers who crave in-depth stories about the people, trends and issues driving local business culture. douglasmagazine.com YAM is Victoria’s highest circulation lifestyle magazine. YAM connects readers to the

“Whether it’s a product or a service, you’ll be able to sell that well because you yourself believe in it, and it’s something that you’re passionate about.”

— Al Hasham, owner,

perceive your business and what actions they’ll take to engage with you,” says Amanda Wilson, co-founder of marketing, communications and communityengagement agency Spark Strategic Group.

Having worked with businesses to hone their marketing strategies, Wilson knows well the mistakes entrepreneurs make. The most common is thinking about marketing as a risk, not an investment. “They’ll pour their money and resources into product and service and staff, but leave marketing until last, and think a social media campaign will do the trick,” she says. “It won’t — you need to put as much thought, time and money into marketing as you do into developing your product or service.”

Chances are, you’ll know when your marketing efforts aren’t working. “You’ll see stagnation across the board and a lack of conversion,” says Wilson. “Your sales won’t go up, your web traffic will stay flat or decrease. Or, if traffic increases, you won’t see a corresponding lift in calls, visits or sales.”

If your marketing strategy isn’t working, and you can’t figure out why, consider a brand audit — a process whereby an outside expert looks for kinks in everything from management to marketing. “Usually that includes surveying key staff and stakeholders, who often provide valuable

insights into how customers really feel about your business and what changes need to be made,” says Wilson.

Finance by the Numbers

Finance refers to the body of funds and credit on a business’s books. Finance is required for purchasing assets, goods, raw materials and also allows companies to purchase these out of their immediate reach. Thus a solid financial plan is critical to ensuring profit.

Hasham used to mentor entrepreneurs on a local TV show similar to Dragon’s Den The first thing he would ask them was whether they were making money. Many of them, including entrepreneurs who had been in business for a decade, simply didn’t know. Without an understanding of your finances on a level as basic as that, building a profitable, stable business can be difficult.

Beyond profit, “you have a fiduciary duty to make sure that you’re paying your taxes correctly, that you’re paying your people correctly,” says Blaise McDonald, owner/ operator of MAC Island Construction. “You need to understand what your labour burden is, what your costs are, if you’re charging enough — you owe that to the people who are depending on you for a living.”

Finances should be built into your

business plan, but if you’re having trouble managing them, speak regularly with a financial adviser to help unscramble things. Hiring an accountant to keep your books and, depending on the size of your business, a financial controller or a chief financial officer is also worth considering.

What Makes a Good Manager?

Simply: Manage as you would be managed. Management is about getting things done through others — a crucial part of business success. Structurally, management depends on the size of the business and industry. That said, good managers are good managers, no matter what.

delegation, emotional intelligence, decisionmaking, mentoring — no matter your level of managerial experience, there are always areas to improve. Consider shoring up your skills by registering for courses, finding a mentor or hiring team members with more experience than you.

As a manager, give your team credit for successes and take responsibility for failures. Ask for feedback, acknowledge your blindspots and admit that your team may know better than you do. If so, consider yourself lucky.

Promote your company’s values (such as diversity, sustainability, transparency, respect and teamwork). McDonald, for example, encourages integrity above all. He says that helps his team know that honesty and ethical decision-making are valued. Values like these can also attract like-minded employees and decrease the time you spend helping your team make decisions.

You can’t see into the future, but you can be adaptable, which can make dealing with unforeseen circumstances easier if/when they arise. “Pick yourself up, dust yourself off, reflect on what went wrong and make changes for next time — how fast you can do that [will determine] how successful you’re going to be,” says McDonald.

Operations: Managing the Day-to-Day

As with management, operations — the day-to-day tasks involved in delivering your product or service — differ from company to company. Employees, however, are the ones who execute daily operations. That’s why building a solid team is important. One way to start thinking about teambuilding is by assessing your strengths

other people who are able to shore up your weaknesses,” says Reynolds. That can help ensure you build a team with unique skills

“Leadership is earned, not bestowed,” says McDonald, and that ’s why you should embrace learning opportunities. Active listening, time management, adaptability, public speaking, conflict resolution,

“You need to put as much thought, time and money into marketing as you do into developing your product or service.”

— Amanda Wilson, co-founder, Spark Strategic Group

SPRING VEGGIES & GRILLED BREAD

• 20 live B.C. spot prawns

This beautiful, brightly flavoured sharing meal is the epitome of spring, featuring the long-awaited B.C. spot prawn. The “recipe” below is a guideline only — alter it with your own favourite veggies! Pick up a sourdough loaf and veggies from your local farmer’s market, then swing by Finest at Sea to grab live B.C. spot prawns. The season is short; they’ll be gone before you know it!

• 1 bunch asparagus, woody ends cut off

• 1 bunch spring onions, root tips trimmed and cut lengthwise

• 1 bunch Lacinato kale, ribs removed

• 1 bunch radishes, topped and cut lengthwise

• 1 cup fresh snap peas, strings removed

• 4 slices of sourdough bread, each slice cut into 4 pieces on an angle

• Zest of 2 lemons

• 1 clove of garlic, minced

• 1/3 cup finely chopped parsley

• 1 tsp kosher salt (plus more for grilling)

• 2/3 cup olive oil (plus more for grilling)

Serves 4

To see how this delish dish is made, scan the QR code.

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Once you’ve built a team, encourage open communication. Your team members may have insights into your day-to-day operations that you don’t. For example, Wilson has learned the most about businesses from talking to their staff.

“They’re the real world expression … of the business’s brand — so they’re best equipped to point out challenges, blocks and missed opportunities,” she says. If, instead, you disincentivize communication, your team may avoid coming to you when things aren’t working, which can make them feel like you don’t care about their concerns and negatively affect your business.

If you’re not going to manage your team, consider hiring an operations manager. A good one will look for places to improve business processes and hire, train and supervise team members so you can focus on the bigger picture.

The Secret Sauce: Holistic Thinking

A holistic business approach is a strategy that connects every department in a business to help them work as one team, to achieve an overarching goal. The five pillars don’t just support your business, “They support one another,” says Hasham. “If one is not working, then you’re in trouble.” If you think holistically about the pillars, and take each one into account, you can dramatically improve your odds of success. •

“Pick yourself up, dust yourself off, reflect on what went wrong and make changes for next time — how fast you can do that [will determine] how successful you’re going to be.”

—

THE TOP 10 NEW BUSINESSES YOU NEED TO KNOW

BY ANDREW FINDLAY, DAVID LENNAM AND KEN WINCHESTER PHOTOGRAPHY BY JEFFREY BOSDET

2024 10 to Watch Award Winners

Welcome to the 10 to Watch Awards 2024. This is our 15th year of recognizing local entrepreneurship in all its variety, and the dreamers and doers who have created some of the region’s most exciting new businesses. After scrutinizing dozens of worthy candidates, our independent panel of five judges — all prominent local businesspeople — picked the 10 most promising startups in Greater Victoria. It’s a varied group, from marine tech to floral perfume, spas to school lunches. Several of the judges commented on a sea change in the makeup of this year’s winners: a return to doing business person-to-person, a growing emphasis on sustainability and a desire to give back to the community that supports them. In other

words, the human touch. Although their sectors vary widely, this year’s winners have a lot in common. They are passionate, persistent risk-takers who are also creative, resilient, selfdisciplined and visionary. Greater Victoria boasts a promising business ecosystem for such aspiring entrepreneurs. According to financial services company HelloSafe, Victoria ranked 11th among 41 Canadian cities for startups, based on quality, quantity and business environment.

A celebration of innovation, risk-taking and just plain stickto-itiveness.

But the fact is that a very high percentage of new businesses fail — as many as 90 per cent depending on the sector. Despite the odds, more people than ever are jumping onto the startup bandwagon. In fact B.C. has led all of Canada in startup growth in the last couple of years, at almost eight per cent.

Success in a startup can be handsomely rewarded but even if it’s not, most entrepreneurs would do it anyway. Entrepreneurship is not a get-rich-quick scheme. It’s a journey. According to

research, most start their business to become their own boss. In a Business Development Bank survey of 1,000 businesses, when asked why they became an entrepreneur, the most popular answer — 70 per cent — was independence, autonomy and flexibility. One in two mentioned passion or selffulfillment. Only one-third cited financial motivation.

All of the businesses featured here overcame the odds. Many were born during the dark, difficult days of the pandemic. The hulking Navy barge that was transformed into HAVN Saunas took years of red tape to be approved for its berth at Ship Point. The 2012 economic crash in Ireland forced Palma Cafolla to shutter her Dublin shop and move to Canada. Zingaro Floral Perfumery was Dublin’s loss but Victoria’s gain. Each of the winners has his or her own startup tale.

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Odlum Brown is proud to have earned prestigious national recognition as one of Canada’s Best Managed Companies since 1999 and one of Canada’s Most AdmiredTM Corporate Cultures since 2017.

With six locations, more than 370 team members and over $18 billion in client assets under management, Odlum Brown’s growth and longevity are a testament to the firm’s strong commitment to its core values, common purpose and clientfocused approach.

ODLUM BROWN MODEL PORTFOLIO

The Odlum Brown Model Portfolio was established in December 1994 by the Odlum Brown Research Department, with a hypothetical investment of $250,000. This all-equity portfolio showcases how we believe individual investment recommendations could be used within the context of a client portfolio. The Model also provides a basis from which to measure the quality of our advice and the effectiveness of our disciplined investment strategy. As of December 31, 2023, the Model was valued at over $10 million, with a compound annual return of 13.8%.

Mark knows first-hand that being an entrepreneur can be tough. Beginning in his early 20s, he founded, built and successfully sold two businesses. Mark understands the hard work, dedication and passion of the entrepreneurial journey, and, together with Odlum Brown, he is pleased to return as the Presenting Sponsor of Douglas Magazine’s 10 to Watch Awards, and to support Vancouver Island’s emerging business leaders.

As a business leader himself, Mark’s investment strategy as a Portfolio Manager includes buying and holding world-class businesses run by terrific management teams, so his clients can benefit from dividend and interest income and growth in value. His clients tend to be high-net-worth professionals, entrepreneurs and businesspeople with complex investment needs. In many cases, Mark advises families, managing multiple generations of wealth.

To learn more about how Mark Mawhinney and Odlum Brown can help you achieve your financial goals, visit odlumbrown.com or call (250) 952-7755.

IN THE COMMUNITY

At Odlum Brown, we invest for our clients’ futures. We also invest in the communities where our clients and team members live and work. Through sponsorship, corporate giving and volunteerism, we proudly support over 150 organizations across Canada.

Mark personally supports several local initiatives and businesses. As the Vice Chair of the Greater Victoria Harbour Authority board of directors, Mark gives his time and expertise to the management team and the overall success of the organization. Member-Canadian

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PANEL OF JUDGES

Meet the independent panel of judges for the 10 to Watch Awards 2024 and read their take on this year’s lineup of winners.

JUDGE | Deirdre Campbell is president of the Canadian-based tartanbond, a globally integrated communications consultancy. Campbell has been nominated as a businessperson and PR professional of the year, recognized with the YW/YMCA Women of Distinction Award for her work in the community and, in 2019, Destination Greater Victoria presented her with their Miracle Award for her work in tourism.

“I am always impressed how Vancouver Island’s entrepreneurs quickly adapt to consumers’ changing needs. This year’s winners focused on sustainability and wellness while also showing the innovation and creativity that makes me proud to own a business here.”

JUDGE | Heidi Sherwood is the founder and owner of Sapphire Day Spa, a leading wellness spa in Victoria. She is a natural health practitioner and has sat on a number of boards concerned with health and the environment. Sherwood has worked tirelessly as an educator, mentor and industry leader in the health and wellness sector.

“This year’s winners provided me with an opportunity to see how Vancouver Island’s entrepreneurs are innovating and building unique and impactful businesses. They are a testament to determination and entrepreneurial spirit.”

JUDGE | Mia Maki is a principal at Quimper Consulting and associate dean, external and outreach at UVic’s Gustavson School of Business. Formerly chief financial officer and chief operating officer for a Victoriabased technology company, Maki has helped raise over $50 million for international initiatives, including acquisitions, strategic partnerships and joint subsidiaries.

“This year’s 10 to Watch are inspiring businesses that contribute to the well-being of Victorians. They contribute to our community economically, and so much more.”

JUDGE | Jim Hayhurst is a longtime Victoria tech and community leader who now advises a select group of purpose-driven entrepreneurs, philanthropists and social impact leaders. Hayhurst cofounded the very popular Fuckup Nights Victoria and is a regular columnist for Douglas magazine. In 2016 and 2018, he was honoured with VIATEC Awards for his contributions to the technology sector and is a 2015 Douglas 10 to Watch winner himself.

“Each year, our winners somehow reflect what society is valuing at that moment in time. This year it seemed to be companies built around connection, well-being and the human experience.”

JUDGE | Pedro Márquez is vice-president, research and international, at Royal Roads University. He is a former dean of the faculty of management and a former board member at the WestShore Chamber of Commerce, Vancouver Island Economic Alliance and South Island Prosperity Partnership. Márquez is a current board member of the Greater Victoria Chamber of Commerce. He holds a PhD in management and political science from the University of Calgary.

“Fantastic to learn about these innovative, valuedriven, successful businesses.”

Small Gods Brewing

Sector: Brewing and hospitality

Year launched: 2022

Principals: From left, Chris Bjerrisgaard and Jonny Kostiuk

Unique selling proposition: Small Gods is both a hospitality business that serves as the community living room for the Saanich Peninsula and one of the premium craft beer makers in B.C.

Strategy: To create a safe, sustainable and inclusive community where people thrive through food, drink and literature.

Website: smallgods.ca

THIS BREWERY’S ECCENTRIC NAME is a wink and a nod to its hometown of Sidney, a.k.a. “Book Town.”

The founders of Small Gods Brewing on Third Street took inspiration from this world of literature, and have created a homey, family-friendly gathering place that does more than serve beer. The brewery hosts monthly events, including author readings, book swaps and a book club. The taproom has a selection of books for kids, and they provide an atmosphere where everyone is welcome to stop by, savour an artisan sandwich or have a brew with friends, family or a favourite book. Joining their roster of events is It’s Knit!, where people connect over knitting, crocheting and embroidering.

Empathy is not a word you often hear to describe a brewery, but Small Gods has a core philosophy of diversity, equity and inclusion that sets it apart from the competition. On the sustainability front,

they practise in-house composting and recycling, CO2 recapture and even use spent grain to make their wildly popular chocolate-chip cookies.

This creativity extends to the brewhouse. There are traditional offerings like IPA and Pilsner, but also one-of-a-kind brews like Sea of Tranquility (smoked dulse stout), Season of Storms (buckwheat lager) and Light Bringer (a strong, hazy IPA with Riwaka and Pacifica hops). In a place like Victoria, overflowing with craft breweries, their beers have stood out, winning several national medals and garnering glowing reviews. They release a remarkable 50 offerings a year, and every Tuesday locals show up to see what’s next.

And the name? Co-founder Chris Bjerrisgaard wanted a “patron saint,” and they landed on the poem Small Gods by writer Jim Harrison, which refers to an ancient form of brewer’s yeast. And, says Bjerrisgaard, “It just sounded cool.” •

HAVN Saunas

Sector: Health and wellness

Year launched: 2023

Principals: From left, Nicholas Van Buren, Kurtis Vallee (not pictured, Martin Walker)

Unique selling proposition: Through the use of hydrotherapy, HAVN aims to make guests more present in their bodies, minds and the urban environment around them.

Strategy: To provide a healthy and creative gathering space that brings people together and promotes health, wellness and reflection.

Website: havnsaunas.com

IT’S HARD TO MISS the hulking, 80-yearold barge tied up at Ship Point in the Inner Harbour. The Nordic-style HAVN (pronounced “hah-vin”) Sauna is built aboard a refurbished 1943 U.S. Navy barge, featuring cedar woodwork made completely out of salvaged driftwood.

“We didn’t want to cut down any oldgrowth cedar, so we collected logs out of the ocean and milled them all.” says partner and CEO Nicholas Van Buren.

HAVN is a floating, park-like environment with lush green spaces, cold pools, hot tubs and hand-built saunas that aims to bring people together for a vibrant self-care experience.

In its pitch to the city, HAVN said it wanted to bring a year-round economic boost to an underutilized part of the waterfront. The city supported the idea, saying the ambitious project would meet the goals of bringing vitality and tourism to Ship Point.

It also aligned with the official community plan of diversifying the Inner Harbour.

HAVN features a hydrotherapy “circuit” where guests spend up to three hours roaming from feature to feature, or just relaxing on the leafy patio. One of the experiences that brings restoration and renewal is hot and cold therapy. Known as the “Nordic Cycle,” it’s an almost euphoric feeling that can occur when transitioning from one extreme temperature to another. Next, if they’re brave enough, visitors can jump into a plunge pool or cold shower to immerse in icy cold temperatures. After the extreme hot and cold experiences they can relax in a calm space to allow the body to return to normal temperature. The process can be repeated several times over the course of two to three hours to make the most of the benefits.

In short, says Van Buren, “HAVN is an antidote to our hustle culture.” •

WINNER 2024

GoChip

Sector: Technology and pet care

Year launched: 2022

Principal: Alexander von Kaldenberg

Unique selling proposition: Reimagining the relationship between people, animals and cities with the world’s first digital ID for animals.

Strategy: Using technology to connect an animal’s history and location to any smartphone.

Website: gochip.pet

A LOST DOG that wandered up to Alexander von Kaldenberg at a cafe in Shenzhen, China, was the impetus for a technology that might alter our relationship with pets.

The co-founder of GoChip Pet Technology’s first thought was: How could a lost dog be found and how could new tech play a role? Simply, why can’t we use our smartphones to locate and identify lost pets?

But GoChip — implantable microchips, collar-worn tags and scanning systems — is also about monitoring our animals’ health, logging their whereabouts, collecting data to, say, discover a rabies outbreak, whether a dog was raised in a puppy mill or even helping municipalities and veterinarians track vaccinations and licences.

Such a comprehensive digital passport for pets would involve every stakeholder in a pet’s life: vets, dog walkers, groomers, breeders, even supply retailers.

For Von Kaldenberg, healthy animals make healthy communities.

“The driver is, people don’t know anything about the animals around them,” he says. “That can be inconvenient and, in some situations, even life threatening.”

Von Kaldenberg also wants GoChip to be open source and part of a natural trilogy for pet owners: microchip the dog, spay or neuter it, and license it. “I didn’t want to create technology that people couldn’t afford.”

GoChip has also started pilot projects in major cities in India and Indonesia. China is next. Those are three of the fastest-growing pet markets in the world and home to thousands if not millions of strays. “Throughout Asia, if you’re at a park, a restaurant, a hotel or using public transit, it’s important to know if the animals around you are safe and healthy,” he says.

“For pet owners, you’re able to demonstrate to the people around you, the businesses or organizations in contact with your dog, that it’s safe and you are responsible.” •

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Congratulations to all nominees and winners in this year’s Douglas 10 to Watch Awards!

Courtenay

Duncan

Nanaimo

Victoria

Campbell River

WINNER 2024

Ocean AID

Sector: Technology

Principals: From left, Archit Kumar and Andrew Polanyi

Year launched: 2023

Unique selling proposition: Pairing sonar technology with artificial intelligence in real time.

Strategy: To use proprietary software to make ocean cleanup faster and cheaper.

Website: oceanaid.ca

OCEAN

AID CO-FOUNDER ANDREW POLANYI grew up in Toronto but spent summers fishing with his grandparents on northern Vancouver Island.

“I fell in love with the abundance of life in the ocean,” says Polanyi.

He also became aware of the damage humans can cause to the world’s oceans, particularly the scourge of ocean plastics and “ghost” gear (discarded and lost fishing gear that’s clogging marine ecosystems around the world).

Early experiences on the water as a kid informed his decision to move west and study software engineering at the University of Victoria. It also inspired his entrepreneurial spirit. In 2023 he partnered with Archit Kumar to form Ocean AID, a startup that blends the power of sonar with artificial intelligence to detect and map underwater objects in real time and with pinpoint accuracy.

“Our mission is to simplify and accelerate ghost-gear retrieval for a cleaner, healthier and more sustainable ocean ecosystem. Our vision is to be a leader in marine technology that improves the circular economy of ocean plastics,” Polanyi says.

Polanyi and Kumar are plying new waters

in the battle against ocean debris. Despite shoestring funding, Ocean AID is already having an impact, earning top honours in the first ever Ocean Communities Climate Challenge.

“Our core IP [intellectual property] comes from our data pipeline, which gives us the ability to process and detect objects from raw sonar data in real time. This is something that none of our competitors can deliver,” Polanyi explains.

Being technically minded software developers, the cold-calling and sales side of business have been challenging. It’s been a steep but fruitful learning curve for the entrepreneurs. Ocean AID now has partnerships with the Coastal Restoration Society, the BC Shellfish Growers Association and many of the 100 or so organizations engaged in ghost-gear recovery. They are also partnering with (and learning from) Indigenous groups across Canada.

By the end of 2024, Ocean AID aims to have contracts with large industrial sonar firms. By 2026, the founders plan to be licensing their tech to sonar companies on a global scale, a market that will be worth an estimated US $5 billion by 2027. •

Congratulations to the 2024 10 to Watch Winners

We know this is just the start of your journey.

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Home Based Recovery

Sectors: Health and wellness

Year launched: 2023

Principals: From left, Dr. Michael Berry, Ewan Kirkaldy and Michael Walsh

Unique selling proposition: A 100-per-cent virtual program that tailors addiction treatment to each client’s needs.

Strategy: Clients are matched with a certified recovery coach for an immersive and engaging virtual selfhelp experience.

Website: homebasedrecovery.ca

RECOVERY COACH

Michael Walsh, clinical psychologist Dr. Michael Berry and social worker Ewan Kirkaldy recognized an opportunity: Since life happens at home, recovery from addiction can happen there, too.

They saw that traditional intensive outpatient programs aren’t right for everyone. But they didn’t believe that should be a barrier to accessing help. With the rise of telehealth and online resources, their goal was to create a cost-effective, custom strategy for each client, whether seeking moderation or full abstinence.

Since overcoming addiction is not a one-size-fits-all process, Home Based Recovery built a virtual program that reflects the many pathways of recovery. By customizing the program to fit various budgets and lifestyles, they aim to set clients up for success in the real world. HBR can be utilized on its own or combined with ongoing therapy and other professional support.

The program is designed to be flexible

and supportive, providing clients with daily online educational content and learning modules that fit their unique needs and schedules. Clients are also matched with a certified recovery coach, a.k.a. sober coach, from the start with multiple oneon-one sessions per week and then weekly sessions for six months after the core program ends.

They have assembled a specialized team of mental health, substance-use and addiction experts to provide education, encouragement and practical tools for recovery throughout the program.

Each client is pre-screened for admission to the program by a qualified addiction therapist. Unlike many conventional programs, they have no waitlists and onboarding can happen quickly.

There are some 60 videos of content, on everything from the neuroscience of addiction to rebuilding relationships. Says Walsh: “The first step to real change is acceptance, the second is seeking the right help and following through.” •

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Zingaro Floral Perfumery

Sector: Floral , perfume and gifts

Principals: From left, Shane Murray and Palma Cafolla

Year Launched: 2021

Unique selling proposition: Harnessing Vancouver Island’s botanical bounty to make one-of-a-kind perfumes.

Strategy: To become the first allCanadian chain of botanical perfumes.

Website: zingaropure.com

IN A SECTOR DOMINATED by big name brands, florist and perfumer Palma Cafolla is carving out a fragrant boutique brand in downtown Victoria.

Opening Zingaro Floral Perfumery with her husband Shane Murray was the next big step on a journey that began as a Dublin kid exploring her mother’s traditional Irish garden. At 17 she moved to London where she trained as a floral designer, curating arrangements for high-end restaurants, hotels and even royalty. Cafolla returned to Dublin five years later to launch her own flower shop, while studying natural perfumery in Grasse, France, arguably the perfume capital of the world.

The 2012 economic crash of the Celtic Tiger forced Cafolla to close her Dublin shop. Looking for a fresh start, she moved to Canada with her family, stopping first in Saskatoon before landing in Victoria.

“Being in the flower industry for over 20 years and being a trained perfumer, I really wanted to open up my own store in

Canada. It was only with moving to Victoria that I realized that the beauty of the Island encapsulated everything that we stood for.” Cafolla says. “It was a no-brainer that our first perfumery would be here.”

She and Murray are focused on introducing customers to the authentic fragrances of nature while sharing the fascinating history of botanical perfumes. They have big plans for their upstart Johnston Street perfumery.

“We aim to be the first all-Canadian chain of botanical perfumeries,” Cafolla says, adding that they hope to franchise their brand in at least three Canadian cities over the next five years.

Zingaro is hitting the mark locally. Despite opening the shop during the pandemic, Cafolla says their shop now boasts a 70-per-cent repeat customer rate.

Cafolla and Murray are now looking forward to the release of a collaborative perfume line with Vancouver Island-born celebrity Pamela Anderson. •

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RITUAL Nordic Spa

Sector: Wellness

Year launched: 2022

Principal: Marci Hotsenpiller

Unique selling proposition: To deliver affordable, traditional sauna culture and self-care to locals first, visitors second.

Strategy: Immerse. Rejuvenate. Repeat. Ritual Nordic Spa seeks to recreate the experience of a traditional Finnish sauna.

Website: ritualnordicspa.com

ALL THOSE BODIES bobbing in our frigid Pacific waters, local folks sold on the benefits of cold plunging, are imitating what the Finns have known for generations: the healthy kick of cold and hot therapy. The difference is, there’s no sauna to step into when you emerge from the ocean and gingerly step on the beach.

Marci Hotsenpiller had seen the popularity of Nordic spas and sauna houses rising and kept waiting for someone to build one in Victoria. No one did, so in 2022 she opened RITUAL Nordic Spa in the Harris Green neighbourhood, offering saunas, a cold plunge pool and more.

Sauna and cold plunge offers physical and emotional benefits — boosting immunity, pumping your circulation, even offering a longer lifespan, as well as supercharging all the feel-good hormones, endorphins and dopamine for some sudden euphoria.

And, says Hotsenpiller, there’s another benefit, that of community, gathering with others in a hot sauna.

A popular phrase from her Finnish upbringing is “Everyone looks the same in a towel,” hinting at the experience as some sort of great equalizer. It’s estimated that there are three million saunas in Finland, a country of 5.5 million people. Steamy, spiritual and stress-busting: is that why Finland is the happiest country in the world (according to the UN)?

Affordably priced and centrally located, RITUAL runs more than just hot and cold, though. There are registered massage therapists on staff and the spa features a licensed bar for the après sweat-and-soak crowd.

Hotsenpiller recalls standing in the icy waters off Willows Beach after finishing the Victoria marathon before driving to the Oak Bay Rec Centre for a hot sauna, then driving still farther to get a massage, before meeting friends for beers.

“I thought if I could put all those four things together — cold plunge, hot sauna, massage and a beer — I’d be onto something, and that’s what I did.” •

This Week’s Lunch

Sector: Food and drink

Principals: From left, Jason Potter, Hannah Oluka and Kirk Stringer

Year launched: 2021

Unique selling proposition: Filling a need by delivering a week of healthy, pre-packed school lunches.

Strategy: Food insecurity causes health problems and economic disparity. All kids need a healthy lunch.

Website: thisweekslunch.com

WE CAN ALL REMEMBER some really bad brown-bag lunches we were sent to school with. And as parents, we have similar memories of having to cobble together those lunches for every child in the house. White bread, peanut butter, something on the bottom shelf of the fridge that was no longer identifiable. School daze, indeed.

Struck by how many dinner-delivery services are available, but nothing catering to grade schoolers stuck with their umpteenth baloney sandwich, Jason Potter launched This Week’s Lunch in 2021 to deliver nutritious, pre-packed school lunches to the front door so parents can see kids off in the morning knowing they’ll be eating well.

A weekly subscription service, This Week’s Lunch can be customized from more than 20 main items — hot, cold and vegetarian — salads, stir fry, mac and cheese, even spaghetti.

Working with a dietitian on staff, Potter

ensures meals are nutritionally balanced, healthy, tasty and made to stay fresh.

The company also serves up hot-lunch programs for area schools with an understanding that every child needs a good, solid lunch to be set up for success.

“We don’t want to see any kid who doesn’t have a lunch. That’s terrible.”

Potter says he and his wife ended up bickering over who would take on the onerous task of preparing tomorrow’s lunch for their two youngsters.

“You’d come home from work and you’d have to make dinner, clean up after dinner, then put the kids’ lunches together and then put them to bed,” he says. “It just sucks away at your family time. I saw dinner-box businesses like Hello Fresh and wondered why there’s no school lunch service.”

If Potter had found one he wouldn’t have started his own.

“I was our first subscriber,” he jokes, “and I’ll never stop.” •

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TD Business Banking salutes your innovation, achievements, and entrepreneurship throughout our Island communities. At TD Business Bank, we are committed to helping Canadian Small Business grow.

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Philosophy MD

Sector: Wellness

Principals: From left, Carla Matheson, Dr. Bri Budlovsky, Dr. Matt Carere and Tara Carere

Year Launched: 2022

Unique selling proposition: To be Victoria’s confidence experts, and deliver global standards in physicianled esthetics.

Strategy: To provide a highly personal, luxury and patient-focused experience.

Website: philosophymd.com

THE DECISION to undergo cosmetic and esthetic treatments is deeply personal and sometimes difficult. That’s why Philosophy MD, a new Victoria medical spa, prides itself on providing top-notch personal care from the moment a client walks through the front door to their post-treatment followup.

“Every detail of Philosophy MD has been thoughtfully considered to deliver a continuous self-care experience that begins online and carries through to each visit,” says Tara Carere, chief operating officer and one of four co-founders. “We move along the path of life, united by the aging experience. And we recognize the human desire to feel vital, vigorous and healthy life long.”

From its clinic in James Bay, Philosophy MD has positioned itself as a high-end provider of medical cosmetic services, from skin tightening and hair restoration to complexion treatments, facials and skin peels.

According to Carere, there’s been a surge of interest in medical esthetics, and

Philosophy MD is focused on carving out a boutique niche in a local market currently dominated by larger commercial esthetics companies.

“We honour our patients’ commitment to themselves with longer appointment times and a gentle touch,” says Carere. “We also excel in the medical education of our patients, so that they can carefully weigh options to their care.”

Co-founders Dr. Matt Carere and Dr. Bri Budlovsky lead the medical team at Philosophy MD. As emergency physicians with training in cosmetic medicine, the two met in 2017 while working ER at Royal Jubilee Hospital and Victoria General.

Launching during the pandemic required careful cash-flow management without compromising service. Despite these challenges, Philosophy MD has enjoyed steady growth and is also demonstrating a commitment to community by supporting local charities, such as a $30,000 inkind donation to the Victoria Hospitals Foundation. •

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ArtRow

Sector: Fine art

Year launched: 2022

Principal: Lara Tomaszewska

Unique selling proposition: ArtRow is a disruptive digital marketplace for the buying and selling of professionally vetted artwork.

Strategy: ArtRow brings fine art to everyday sellers, seasoned collectors and art industry professionals.

Website: artrow.com

ARTROW BRINGS BUYERS AND SELLERS of fine art together online. As many businesses foundered, the pandemic was an incubator for ArtRow, a virtual art gallery that’s changing the way fine art is bought and sold.

With a PhD in art, and over 20 years in the field as an adviser, researcher and appraiser, Lara Tomaszewska has placed works from Henri Matisse to Andy Warhol in museums and galleries around the world. She saw an opportunity to change the game: “As bricks-and-mortar galleries were forced to close, and in-person events came to a standstill, the lack of alternatives was spotlighted, and ArtRow was born.”

Tomaszewska seems to have solved that and brought what can sometimes be an elitist practice to the rest of us via ArtRow, an online marketplace where buyers and sellers can list and purchase fine original artworks at prices ranging from $300 to $175,000. ArtRow charges a 25 per cent commission upon a successful sale, half that charged to professional artists by traditional galleries and less than the total fees at an auction house.

Simply, ArtRow lets everyday collectors

independently buy and sell professionally vetted artwork, from historical works by the Group of Seven to Indigenous artists like Lawrence Paul Yuxweluptun and Kent Monkman, as well as locals like Shawn Shepherd — paintings, prints, sculptures, works on paper and photography.

To Tomaszewska, "managing" means professionally vetting and appraising all the work she sells, as well as providing detailed background on artists and art.

On the tech side, ArtRow offers engagement of its galleries through audio and video descriptions, with high-definition images featuring lots of perspectives (“So you can zoom in and really see the brush strokes”), and even an augmented reality feature allowing you to superimpose an image of a particular artwork on your own wall to see what it would look like there — above the couch or over the stairs.

Ultimately, Tomaszewska wants others to embrace art and make it attainable and something that is intrinsic to our wellbeing.

“I want to break down the barriers between everyday life and art. Why can’t art be part of our everyday vernacular and everyday living?” •

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EXPORTING

Are you ready to expand your market across Canada, into the U.S. or even overseas? Here’s what you need to know to navigate the export maze.

Why export?

Greater Victoria is home to an array of unique businesses large and small. The size of its market, however, is limited. By exporting out of B.C., you open your business to opportunities across Canada, into the U.S. and abroad, and become less dependent on one set of customers and fickle, local economic conditions. Exporting also allows you to make the most of free-trade agreements with other countries. The more diverse your market, the more competitive your company can become.

British Columbia also has an enviable connection with the rest of the world. It shares a border with the world’s largest consumer market, the United States. It has the shortest sea route between

North America and Asia, and several world-class international ports and airports. And it has federal and provincial governments keen to support exporting with advice and funding.

But is exporting right for your business? The idea of growing your business beyond B.C. is enticing, but it can also seem daunting.

First the pros:

 Increased sales. If your domestic sales are healthy, exporting is a way to expand your market, find U.S. and foreign niche markets and take advantage of demand around the world.

 Higher profits. If you can cover fixed costs mostly through domestic operations or other types of financing, your export profits can grow quickly.

 Economies of scale. With a larger market, you can produce on a scale that may reduce your cost of goods.

 Reduced vulnerability. By diversifying into international markets,

101

Exports and imports consistently account for about two-thirds of the country’s GDP. As the liberalization of global commerce continues, more and more Canadian companies are joining the international market.

BY KEN WINCHESTER

you can avoid depending on a single customer base or suffering a domestic downturn.

 New knowledge and experience. The global marketplace abounds with new ideas, innovations and marketing strategies that could also prove successful in Canada.

 Competitiveness. If your company succeeds in the global marketplace, it will ensure your resilience to foreign competition in Canada.

Then the challenges:

 Increased costs. You may have to modify your packaging, products or services, and account for short-term costs such as extra travel, new marketing materials and additional staff.

 Level of commitment. It takes time, willingness, effort and resources to establish and maintain a presence in foreign markets.

 Committing to the long haul. While exporting holds economic

promise for most companies, months or even years can pass before you see a significant return on investment.

 Local culture and regulations. Familiarize yourself with the differences in language, culture, business practices and rules, which can vary dramatically from market to market.

 Paperwork. There’s no way around it — both Canadian and foreign governments require a lot of documentation from exporters of products and services.

 Competition. You must be thoroughly familiar with the competition in your target market.

 Transportation. Whether by land, sea or air, it’s important to factor in the related costs and paperwork of shipping your product from A to B.

 Accessibility. You have to be easily available to your foreign clients and intermediaries.

SUPHANAT KHUMSAP

Success Story

DEEBEE’S ORGANICS

 Mother and PhD medical scientist Dr. Dionne Laslo-Baker was in the kitchen with her two children when the idea for DeeBee’s Organics was born. One child wanted to make tea, but the other wanted to make frozen pops. That’s when her eldest said, “Mommy, let’s make teasicles!”

Laslo-Baker quickly learned her kids weren’t the only ones with an appetite for their healthy and flavourful organic treats. Launching in 2013 with its first product, DeeBee’s TeaPops, in just two stores in Victoria, DeeBee’s now produces three organic frozen novelty lines and an organic, shelf-stable Freezie.

The company was entirely self-funded by the family, but as it began its meteoric expansion, it needed working capital to produce inventory, fulfill orders and export. The next logical step was to expand across Canada and into the United States. DeeBee’s turned to EDC, which worked with the company’s bank to find creative working capital solutions and help the business grow by exporting.

“EDC has provided us with invaluable advice,” says Laslo-Baker. “We have met so many people in the industry, and have relied on their incredible counsel. That has been a huge driver for the business.”

The products are now a staple in almost every major Canadian retailer, as well as many retailers in the U.S. DeeBee’s is in more than 20,000 retailers across North America, including Costco USA, Walmart and Loblaws. In 2020, the company also launched on Amazon and their own website.

The next step is going global. “We have had a lot of interest from foreign markets,” she says. “I’m looking forward to seeing how we can start some global conversations about food.” deebeesorganics.com

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Exporting goods versus exporting services

Exporting goods and exporting services present very different challenges. The former must deal with packaging, customs and physical delivery, while the latter confronts issues such as work permits, credentials, language and travel to and from the market. When exporting goods there’s often a service component that should be anticipated, such as installation, training and service.

Where do I start?

Make a plan. Put simply, an export-ready business is one that has the capacity, resources and management to deliver a marketable product or service on a global scale at a competitive price. The trick is to determine whether this is true of your company, and if it isn’t, how to make it happen.

One myth is that a company may be too small to export. To succeed in international markets, you don’t have to be a big firm. Tens of thousands of Canadian small- and medium-size companies — those with sales of between $30,000 and $5 million — are exporting profitably.

“Exporting offers great opportunities for Canadian businesses, but you need a solid plan,” says Bill Macheras, a long-time Canadian trade commissioner. “Many business owners have no strategy and chase every lead. With a strategic approach, you can be proactive and improve your results.”

For help with this research, visits to target markets and finding partners, Macheras recommends contacting bilateral chambers of commerce, industry associations and government trade-promotion agencies.

Next, take a hard-eyed look at your business to make sure you’re ready to expand internationally. Do you have the capacity and resources to start exporting? You’ll need the financial wherewithal to make a long-term commitment to the venture. What is your capacity to expand your workforce, production and space to accommodate sales growth?

How will you stand out against the competition in a foreign market? Are you ready and able to adapt your offering to the needs and tastes of international customers? Just because something sells well in B.C. doesn’t mean it will do so elsewhere. One example is the Ontario-based manufacturer that had to retool its entire production line to produce in metric to meet European Union requirements.

A key piece to the puzzle is having local expertise and partners in the target market to help untangle the complexities of international business. “Canadian companies often underestimate things like the amount of documentation required to enter a foreign market,” says Macheras.

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“This is when it’s crucial to have a good local partner and, ideally, someone in your own company who can speak the language.”

Here’s a framework for the plan



Set clear goals. Decide on:

 Your business goals and sales targets.

 The specific product or service to export.

 The target market.

 Action items, a timeline and your budget.

 Research your market. Identify:

 Size of the market.

 Competition.

Your unique value proposition. Regulations, certifications, customs and other barriers and opportunities.

Choose your mode of entry: Using a distributor or agent. Acquiring or partnering with a local business.

Opening a physical presence. Selling through online marketplaces. Offering direct e-commerce sales. Selling indirectly through another. company that exports to the target market.

A blend of the above.

JEFFREY BOSDET/DOUGLAS MAGAZINE

Ask this hard question: Do you have the capacity and resources to start exporting? You need the financial wherewithal to make a long-term commitment to the venture. You should also think about your capacity to expand your workforce, production and support functions to accommodate expected sales growth.

Networking is an inexpensive way of assessing new markets and meeting potential buyers. Without the right connections, it’s difficult to establish a foothold. One way to research markets and buyers is by attending virtual or in-person trade shows. There are major trade fairs held around the world for virtually every business sector, from agricultural equipment to books.

Before deciding on which market to enter, determine whether your business would be a good fit. Gain insight on who your competitors are and the level of demand for your product. What is the profile of your average customer and the size of that market? This is where research and expert advice comes in.

Where to turn for help

Business owners may feel overwhelmed by the complexity of the export process, especially as a first-timer with no outside help. But both Canada and B.C. are keen to

support businesses looking to export with expertise and financing. These government agencies have been tasked with helping businesses succeed at exporting, and the agencies often collaborate. They can provide advice on an array of topics like pinpointing target markets and managing risk, and can often back up that advice with grants or financing. All have offices in Victoria. Says Cael Husband, trade commissioner at Global Affairs Canada: “We all work together, there is no wrong door to start the export journey.”

Success Story

INDUSTRIAL PLANKTON

 Plankton are small organisms with a big role. They account for half of the photosynthesis on the planet, making them an important producer of oxygen. Plankton are also the foundation of the marine food chain, providing food for fish and shellfish, and indirectly for humans.

Aquaculture around the world depends on plankton. Properly managed, plankton are very beneficial to aquaculture, from fish hatcheries to shellfish beds. But they can also proliferate out of control and have significant negative effects. Reliably producing enough healthy algae is the bottleneck for many operations.

To solve the problem of unreliable production and low quality, Victoria’s Industrial Plankton developed an automated system that creates a stable, biosecure culture environment, making it easier to produce enough algae to meet hatchery needs.

A modest profile in Hatchery International led to scores of inquiries from around the world, and the company’s export business was born. “Aquaculture is bigger overseas,” says Ashley Roulston, co-founder and CMO. “We had exhausted the Canadian market, so we looked abroad. We’re now in 33 countries, and exporting accounts for 90 per cent of our sales.”

Industrial Plankton worked equally with Export Navigator, EDC and the trade commission, and often attended meetings with all three. “Sometimes I had to remind myself who represented which!”

There were challenges at first, as equipment had to be modified for things like voltages and certifications. “Japan was particularly difficult. But now we can offer systems anywhere in the world.”

industrialplankton.com

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 Export Navigator aims to make exporting as approachable as possible for both new and established businesses. Navigator is a free program that guides B.C.-based entrepreneurs through the export process by pairing them with an expert adviser who provides one-on-one support and knows the business landscape in each region of the province. There are even two advisers dedicated to Indigenous-owned businesses. exportnavigator.ca

 Export Development Canada is a Crown corporation dedicated to helping Canadian companies of all sizes succeed on the

Success Story

TOFINO KOMBUCHA

 For Kelsey Hendricks, brewing kombucha started as an experiment, grew into a hobby and is now a passion she wants to share with the world. Launched in 2017, Tofino Kombucha produces certified organic kombucha with a mission to become a gateway to better health and nutrition.

Many businesses think of the U.S. and overseas as export targets, but other provinces provide opportunities, and a “walk before you run” approach to exporting.

Since beginning operations, Tofino Kombucha has doubled its sales and production capacity year-over-year.

Now, the company’s vision is to conquer Canada. “It can be difficult to expand into new markets,” says Hendricks. “Labelling requirements, food-safety certifications

world stage. It offers trade knowledge, financial solutions, equity, insurance, risk management and global B2B connections. edc.ca

 Canada’s Trade Commissioner Service helps businesses connect with funding and support programs, international opportunities and a network of trade commissioners in over 160 cities worldwide, including Victoria. tradecommissioner.gc.ca

TIP: An excellent first step on the export journey is to take the TCS’s free online quiz, to help determine if exporting is right for your business.

and tax rates vary between provinces and countries.”

To push the company’s growth outside B.C., she turned to Export Navigator and began working with an adviser. “Navigator helped me open an online store that serves B.C. and Alberta. This increased my sales by $28,000,” says Hendricks. “The process helped guide my label design, obtain a Safe Food for Canadians licence and apply for grants to help me reach broader markets.”

Readied with the necessary paperwork, Kelsey took the leap and started promoting Tofino Kombucha in other provinces. “By reaching outside markets, my brand awareness has increased, and Tofino Kombucha has caught the eye of new distributors who will significantly increase my sales and number of employees.” tofinokombucha.ca

 The Trade Accelerator Program is an innovative partnership between the EDC and the World Trade Centre Toronto, offering a training program of online workshops with industry experts.

One past client, Brenda Bailey, was a tech CEO struggling to enter the huge Japanese market. “These programs helped me get my games into Japan.” She is now B.C.’s minister of jobs, economic development and innovation, where she oversees many of the same programs that gave her a boost.

 Business Development Bank of Canada. For 75 years the BDC has supported

small- and medium-size businesses in all industries and at every stage of growth with money and advice. Newer businesses can receive free advice and mentoring; more mature operations have a wider range of financing options, for everything from production equipment to commercial real estate.

So with eyes wide open, a solid plan and expert advice, you can profitably scale your business through exporting. As one successful exporter said, “The demand is out there. Canadian companies should be, too.” •

Every

the children and grandchildren of its founder.

Clever Curation

How local indie bookstores are winning loyal customers and beating the odds.

BY DAVID LENNAM

JJessica Walker isn’t surprised to hear new customers carping that there’s no bookseller where they live.

“Often visitors, particularly from the States,” says Walker, one of the owners of Munro’s Books, “they come in and say, ‘Oh, it’s so nice to be in a bookstore. We don’t have a bookstore where we are anymore.’ ”

That’s hard to believe given Greater Victoria’s wealth of local booksellers.

It’s a reflection of who we are that we’re able to support so many independent bookstores and remarkable that they’ve been around longer than most readers.

Munro’s Books (1963), Ivy’s Bookshop (1964), Tanner’s Books (1982), Sorensen Books (formerly Hawthorn Books, 1985), Bolen Books (1975), Bastion Books (formerly Renaissance Books, 1976), Russell Books (1991, but began in Montreal in 1961), and oldest of all, The Haunted Bookshop (1947). There are others. Some are gone, but there’s a certain solidity in their permanence. A refutation of the claim that bookstores are dead. Or writing their final chapter. There are 275 indie bookstores in Canada. No one’s getting fabulously rich running them, but sellers are making a living.

It ’s often claimed that Victoria has more bookstores, per capita, than anywhere else in Canada.

There’s a metric the owner of Tanner’s likes to share. “You cannot look at a map,” says Cliff McNeilSmith, “and draw a circle around another 400,000 people anywhere in Canada and come up with as many [indie bookstores].”

Ivy’s owner Megan Scott says it speaks to Victoria’s reading audience — loyal customers who love books. And keeping them, she says, comes down to clever curation and customer service. “The chains only sell the big sellers, the front list. They don’t stock the back list and they don’t offer customer service.”

“Listen to your customers and guide them,” says Kerri Doyle of Books & Shenanigans, which opened two years ago in Cook Street Village. “With algorithms and Amazon and everybody telling you

what you like, who’s really listening to you? As a bookseller, I love nothing more than for somebody to come in and say, ‘I’m looking for something new to read.’ You don’t get that from Amazon.”

Bolen’s owner Samantha Bolen says the segment of the industry that hasn’t adapted is the chains.

Indigo closed 19 of their Coles stores across the country and had a record loss of $185 million in 201920. Meanwhile, Indigo is transitioning from books to something it calls a cultural department store.

That leaves Costco, Walmart and, of course, Amazon as the deep discounters.

Scott reveals that Costco sells its books more cheaply than she can buy them from the publisher.

“In theory I could go to Costco and buy my stock there and not run the risk of having too much inventory,” she laughs. “But that’s what we’re up against: volume.”

“I try to look at what’s for sale at Costco and not carry it,” adds Doyle.

Amazon, which began in 1995 as a website that only sold books, acquired Victoria’s online bookseller AbeBooks in 2008. Its annual book sales generate about $28 billion worldwide, selling 300 million printed books a year and tens of millions of ebooks.

Walker says that when you deal with such massive undervaluing of a product — Amazon selling books at up to 40 per cent off — it creates a perception that the real value is much lower.

“You cannot look at a map and draw a circle around another 400,000 people anywhere in Canada and come up with as many [indie bookstores].”

— Cliff McNeil-Smith, Tanner’s Books owner

Amazon won’t be the killer, though. Not here. Local bookstores survived the arrival of ebooks and audio books and the chains. But not everywhere, points out Scott.

“Victoria is very unique in that the independents survived. There’s a romance about bookstores that people want to believe in. Many in Vancouver closed down. It was scary.”

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Almost every indy bookstore has an online ordering system for customers. But it’s the experience of being in a bookstore that’s the lure for customers. “The problem with online shopping,” says Walker, “is you don’t have that kind of discoverability where you walk around the corner and you see, oh, it’s Justina’s staff pick. We do a lot of curation and we very consciously work at educating customers.”

Remarkably, the Pace of Book Buying Hasn’t Slowed

According to BookNet Canada, a nonprofit founded in 2002 that serves the Canadian book industry, 51.5 million books representing 855,000 different titles were sold in this country in 2022, with a total value of just over $1.1 billion over all platforms from bookstores to online. The independents account for eight per cent of the market, around $80 million.

BookNet also reports that 13 per cent of Canadian book buyers bought books from independent bookstores during the first half of 2022. And of all the books tracked by the Canadian Book Consumer survey, 10 per cent were purchased at indies.

And for those who recall Frank Zappa’s line, “So many books, so little time,” take solace that one mind — even one as active as Zappa’s — cannot hope to ingest

them all. Worldwide, an estimated 11,000 books get published every 24 hours. That’s 457 titles an hour or eight a minute. No other industry has so many new-product introductions.

Booksellers order books from the publishers and receive a 40-per-cent discount. Those books are sold for a price set by the publisher. Unsold stock is returned to the publisher for a rebate (although sellers pay return shipping). Hence the publisher’s lament, “Gone today, here tomorrow.”

It rests on the individual retailer to select which books to buy and how many. There’s a certain alchemy in paying attention to the market. Bolen notes that every bookstore offers its own carefully curated selection. The fun, she says, is seeing a trend that’s starting and trying to assess whether it’s a real thing or a blip.

“Returns are expensive. I’ve got to pay for shipping and I’ve got to pay to box that up and get a staff member to do that. And books are heavy. It’s expensive. So this past year I bought differently. I carried what I knew would sell. You buy deep into the list, but you buy smaller numbers. So instead of buying tens and fifteens, I’m buying fives and threes so I still have amazing breadth and depth, but I’m not financially housing all those books.”

Treating the Business Like 50 Individual Bookstores

Says Bolen: “I have a gardening bookstore, a humour bookstore and so on. Why? Because when you’re purchasing the inventory you’re thinking about customer interest, what’s being published in that area, what’s new and what should I be carrying?”

Bill Matthews, owner of Sidney's The Haunted Bookshop, believes that online sales have changed the second-hand book trade forever.

JEFFREY BOSDET/DOUGLAS MAGAZINE

inventory you’re thinking about customer interest, what’s being published in that area, what’s new and what should I be carrying?”

— Samantha Bolen, Bolen Books Owner

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probably more items than a grocery store, but unlike a can of peas every book has its own story.”

But, adds Scott, “We don’t have to worry about things going off.”

Running a successful bookstore doesn’t mean you’re Hugh Grant in Notting Hill sipping tea and waiting for celebrities to show up. It’s about being smart, intuitive and a bit ruthless, says Walker.

“And always, how many of this can I sell?”

Scott talks about a reciprocal relationship between customers and bookstores, mixing culture and commerce. The indies are our “third space,” neither home nor work, where we meet, talk and share ideas.

“You’re not selling refrigerators, you’re selling dreams, you’re selling fantasies, you’re selling escape, you’re selling information and knowledge. It’s really exciting. How can you not be fascinated by walking into a bookstore? You just want to consume everything that’s in it. The potential between every single cover is amazing.”

Unlike chains or Amazon, indie bookstores champion Canadian and local authors, which turns into sound business. BookNet Canada reports that Canadian-

They Still Call it Book Town

Christine and Clive Tanner were singular in giving Sidney its Book Town reputation, operating half a dozen outlets including second-hand Beacon Books in 1993.

Clive had died at age 88 in 2022 and with Christine’s retirement in January, Beacon Books closed, its contents sold to booksellers in Creston. She had tried to sell the store to keep it local, but there were no takers. Where Sidney once boasted 10 bookstores, there are four now.

Reflecting on 40 years making sure the shelves had just the right stuff, Tanner laughs that the biggest challenge was just meeting the rent every month. “If you want to run a successful bookstore you have to be a voracious reader … and maybe plenty of finance in the back to help you out for the first couple of years. You know you’ll never get rich, but you can have a decent income.”

McNeil-Smith bought Tanner’s from the Tanners 23 years ago. The shop has been on the same corner for 43 years. The pandemic, says McNeil-Smith, was huge for the book business. Most sellers did well enough to survive and are finding there hasn’t been as much demand for books in 20 years.

“You’re selling dreams, you’re selling fantasies, you’re selling escape, you’re selling information and knowledge. How can you not be fascinated by walking into a bookstore?”

— Megan Scott, Ivy’s Books owner

“Right at the front. It’s our staff recommendations. About 40 or 50 titles.”

According to BookNet Canada’s Canadian Book Consumer Study 2022, fantasy, suspense, mystery and detective fiction edged out romance, while biographies held sway in non-fiction sales.

Why Would You Open a Bookstore?

When Doyle decided to open Books &

“And they did not hesitate. Even the landlord said, ‘Bookstores are going out of business.’ Is it profitable? Well, it’s the least amount of money I’ve ever made, but I’m making money. I went to my accountant last year and he said, ‘I just thought bookstores were fun little things people did and you’re doing really well.’ ”

Victoria author and onetime bookshop staffer Robert Wiersema has watched indie booksellers turning to a chapter titled modest profit. “You see dynamic, committed — let’s say derangedly individualistic owners and booksellers who make those business interests into something that transcends business.” •

An indie table of contents

Justin Ferriman coaches founders on how to grow faster and improve their profit margins. His BrightGrowth coaching helps entrepreneurs to get unstuck by revealing creative solutions to pressing issues. brightgrowth.com

PRESSURE MAKES DIAMONDS

Do you pay attention to your competition? If not, you’re losing money.

In recent years, it has become trendy for businesses to declare their disdain for competing. They like to emphasize how they are “focused on their own mission” instead, as if their business becomes a more noble pursuit. Well, that’s not the case. In fact, it’s a bit tone-deaf.

Here’s the truth: While you might not pay attention to the competition, your customers do. They are comparing you to all the other options out there. And if you’re not competing, you’re losing.

Business is all about competition. Nothing irks me more than when I hear people say otherwise. I don’t care what industry it is, everyone is competing for a certain segment of customers. Yes, that customer pool may be incredibly large, but at the end of the day you all want the same thing: for people to choose you.

The point is that you have to meet your potential customers where they are, and not the other way around. They are searching and comparing. They want to know how you differ and why you’re the best option. The only way you win is by competing. You need to understand the competition — the better you do, the better your sales.

I grew my software company by continually analyzing my competitors, seeing what they did well, and then competing with them on their strengths. If they had a YouTube channel, I had a better one. If they have a well-designed landing page, I had a better one. It really does pay to pay attention.

More Than Just Watching

Keeping an eye on your competitors is not about finding ways to copy them. It’s about understanding them to the core. This is where a competitive analysis becomes crucial. You aren’t just skimming through their website or glancing at their prices. You’re diving deep into their strategies, customer feedback and market presence.

Start by dissecting their product offerings. What features are they flaunting? How does it relate to yours? Next, shift to customer perception. Scour through reviews, social media comments and forums. This is raw intel on what’s clicking and what’s missing the mark.

Don’t forget about metrics, either. Traffic sources, engagement rates, customer acquisition costs and churn rates — these numbers tell tales. They offer a clear picture of where they stand and the trajectory they’re possibly taking.

Use this information to fuel your product development and market positioning. Maybe there’s a gap you can fill or a market segment they’ve overlooked.

Use Competitive Analysis to Accelerate Growth

When running my software company, I noticed that one of my competitor’s customers was complaining about the lack of an intuitive dashboard. Sensing an opportunity, I revamped my own product to include a user-friendly, feature-rich experience that was unseen in my space.

The result? A significant uptick in customer acquisition and retention, simply because my business filled a gap my competitor left open. In fact, sales went up by 22 per cent and stayed there.

By staying on top of my competitors, I did not have to change course with every move they made. Instead, I made calculated, informed decisions that gave my product a unique edge and a clear voice in a crowded marketplace.

Perception is Reality

Your customers are bombarded with choices, and each one tells its own story. How they perceive your brand amid the competitive noise is crucial. They’re not just looking at what you offer, but they’re weighing it against your competitors.

Aligning your value proposition with customer preferences and expectations isn’t just good business, it’s survival. It’s about understanding what they value most. Is it innovation? Customer support? Cost-effectiveness? Whatever it is, your product needs to echo these preferences loud and clear.

For a number of years, my value proposition was to highlight

our top-notch customer service and support system over the competitors. At the time, my competition would reply to inquiries within 24 hours. Me? One to two hours for the initial response. This helped to create a loyal customer base, and also attracted new customers who were tired of the impersonal support from my competitors.

Stay Top-of-Mind

Another strategic play that works very well in any market is making sure that your brand, or product, is always in the conversation. This could mean consistent content that educates and informs, regular updates that keep your product fresh, or engagement strategies that keep the conversation going.

The goal here is not to just communicate, but to overcommunicate. Create touchpoints that keep your brand in the customers’ thoughts, not as a passing mention, but as a go-to solution. For example, incorporate storytelling in your marketing, where your product isn’t just a tool, but a key player in the success stories of your customers. One way is by showcasing testimonials, case studies and user experiences. In that way prospective customers can identify with success stories.

Embrace competition and grow. Healthy competition is essential for business growth, pushing companies toward innovation and improvement. Viewing competition as a motivator rather than a barrier can lead to significant enhancements in your product and marketing strategies. Pressure makes diamonds.

So don’t run from the competitors. Jump into the game. It’s the only way you’ll figure out how to win. •

Jill Van Gyn-Carr is based in Victoria’s Blenkinsop Valley where she is raising her young family. She is the recently exited founder of Fatso Peanut Butter and has just joined the Ecologyst team as its new GM.

CORPORATE PHILANTHROPY

Want to make a difference? Think small for big results.

Purpose-driven companies are extremely trendy these days. Many founders and CEOs have started to see the value in using their company resources, profits or marketing schemes to provide a benefit to the wider community. There is good evidence that companies that have a strong social or environmental purpose grow faster, innovate better and have a more engaged employee base.

The broad idea of “giving back” or being “purposedriven” can be an intimidating prospect. When companies set out to involve impact in their business, they are often distracted by the size of impact that they think they need to create. This is why donation schemes such as one per cent of profits are so popular. It is a loud, clear and simple message and puts your philanthropy on autopilot. Digging deep into what you are passionate about, leveraging your limited resources and narrowing down how and to whom those resources are deployed can often lead to bigger impact and deeper engagement.

When I launched Fatso Peanut Butter in 2016, I made myself a promise: If the company enjoyed any success, I would use those resources to give back in some way. I was in the process of letting go of an aspirational career to work in the UN, but I still had a profound need to create positive social change. The company never had a real excess of funds, so we used our time, our product and our platform to deliver consistent messaging and action in our immediate community. The impact the company created over the next seven years in many ways became the foundation for the overall success of the company, acquiring a highly loyal customer base that was committed to investing in our purpose.

It is essential to find your core “why.” Setting aside your company’s profit-driven purpose, in my case selling peanut butter, and finding a meaningful personal alignment can help guide this decision. My core “why” was found in trying to raise the profile of marginalized voices. In 2016, I was six years into recovery from drugs and alcohol and had experienced deep stigmatization. As such, my core alignment was with other unheard and stigmatized communities.

In 2017, Fatso did its first significant public fundraiser for PEERS Victoria for International Women’s Day, raising and matching funds totalling about $1,700. I looked around and asked, “Who is missing from the conversation around women’s

rights, bodily autonomy and sexual liberation?” I found that it was sex workers. What happened next would inform my philanthropic mandate in the years to come. I received a call from the organization’s executive director who told me that this was the largest public-facing donation they had ever received from a private company. However, it wasn’t the amount of the donation that had created the impact, it was the fact that I had publicly aligned myself and my brand with a cause that typically does not garner a lot of corporate attention.

From that point forward our purpose was simple: Find out who is missing in the conversation and get them up on our shoulders. We focused on individuals, organizations and communities that were often stigmatized or marginalized, such as sex work, addiction, the Black Lives Matter movement, trans rights and Indigenous sovereignty. I found that focusing on these areas with our limited resources helped to create more targeted and immediate impact than joining an already robust chorus of support around larger, already well-funded organizations. In fact, I have found that the smaller and more targeted the activity, such as the $250 low barrier micro-grant program we started for current and former sex workers in 2021, allowed us to drive to the heart of what we were trying to achieve in a more nimble and more measurable way.

Money is not the only way to give back. In fact, money is the easy way to give back. Using time, resources and the strength of your company’s platform often creates a more lasting impact overall. Join the board of an organization you support; donate company hours for team-wide volunteer time; write op-eds in support of issues you or your company feel are important; and use your social media accounts or public-facing products to take a stand and consistently endorse causes that are important to you. Active and direct engagement with communities, organizations and individuals around your core purpose can go just as far, if not farther, than large cash donations.

Becoming a purpose-driven company should come from an innate desire to create some good in the world. The term “authenticity” gets thrown around far too often when what we really mean is you have got to truly want it. If we can access that core “why” and become deeply passionate about creating that change, finding the resources and leveraging what little you have becomes both straightforward and impactful. When it comes to corporate philanthropy, especially if you are a resource-strapped company, thinking small can often lead to big results. •

NEVER MISS AN ISSUE

OFFICE LUNCH BOXES

Here’s how to carry your PB&J in style.

A lunch box should be durable, easy to carry and clean, and hold enough food to satisfy your lunch break. It should make a meal feel like a pleasure, not an obligation. Gone are the days of flimsy plastic containers and boring designs. Today ’s lunch boxes have evolved into a diverse array of culinary companions, offering durability, insulation, organization and style. Here are four of our favourites:

 Hydro Flask: If you already trust Hydro Flask’s water bottles to keep your drinks cold (we do), you’ll be glad to learn that the brand’s lunch boxes boast that same robust insulation. Available in four colours, this lunch box also features a waterproof liner that can be wiped down, and a zippered pocket for utensils or an ice pack.

 Monbento: If you’d like to impress your co-workers with a traditional bento box, this is a gorgeous option. While it’s made of plastic, it has a traditional look and feel, and is customizable and easy to clean. Traditionally, bento boxes were filled with little sides, called okazu, with rice as the centrepiece. Microwave- and dishwasher-safe, and definitely eye-catching.

 Stanley Classic: Stanley is beloved for its durable products, and this stainless-steel lunch box is no exception. Its old-school design is simple yet functional. The lid features a metal rack to hold a 16-ounce Thermos. It’s a roomy 5.2 litres, so nothing will get smushed. And it’s dishwasher safe.

 Indian-Tiffin: This striking, traditional South Asian lunch box is made from foodgrade stainless steel, is BPA free and dishwasher and freezer safe. In fact, it can even be used on a stove or campfire to reheat food. Food is stored in separate stacking containers and secured with a clasp.

HOT YOGA IS HOT HABIT COFFEE

What is it about sweaty, 40°C yoga that makes people feel revitalized?

Hot yoga is a more intense yoga performed in a room heated above normal room temperature, anywhere between 26°C to 40°C, often with 40-per-cent humidity. It uses the concept of heat and exertion to release toxins through sweat. The postures — asanas — and sequences can vary from class to class, depending on the instructor.

That may sound sweltering, but the practice is loaded with benefits. The moist heat in hot yoga “warms up” and loosens muscles. The movements are active stretches, which increase flexibility and strength. Taking regular, deep breaths allows more oxygen to enter the bloodstream and increases lung capacity, which tends to decrease with age. A hot yoga class can burn anywhere from 180 to 460 calories, depending on the intensity and duration of the class. One recent study found that hot yoga caused significant improvements in healthy older adults’ flexibility, and improvements in strength and balance.

You may hear hot yoga and Bikram

There’s home, there’s work, and then there’s coffee.

From its original location on Pandora Avenue in Chinatown, Habit Coffee has been a downtown fixture for 17 years. (The newer Habit in the Atrium is a youthful 14 years old.) On a typical afternoon the smell of coffee and pastries wafts, strangers mingle, businesspeople confab and every other customer has a laptop open.

Over the years founder Shane Devereaux has witnessed generational changes in his customers, and Habit has changed with the times. “This is probably the fourth generation of 24-year-olds in our 17 years, but we also have families with strollers, older folks and neighbourhood characters, too.”

A major shift from the original living-room vibe was installing Wi-Fi

in 2022 to recognize remote working. “The pandemic changed everything. I still have PTSD from it, but we’re as busy as ever now.”

According to research, it turns out that moderate levels of noise help boost creativity, and that coffee helps focus on the work at hand. It’s no wonder that customers plug in.

Habit works closely with local green business consultants Synergy Enterprises to remain carbon neutral in both locations. Only four per cent of their waste ends up in a landfill. The wide range of single-origin coffees, blends and beans is roasted locally by Bows Coffee Roasters, who in turn sources ethically grown beans, often direct from growers in places like Guatemala and Ethiopia.

yoga used interchangeably, but this isn’t entirely accurate. Bikram is a specific type of yoga that consists of 26 poses that are repeated throughout a class. The room is heated to 40°C and typically classes are quieter, without music or chanting. Hot yoga is more of a general term that means the room is heated. It can also include different poses, depending on the studio

and instructor. And unlike Bikram, hot yoga often includes music.

If you’re interested in hot yoga, consider trying a regular yoga class first. And ask your studio if it offers hot classes suited for beginners. Some classes use the residual heat from the previous class, usually under 30°C, so it ’s not as hot as a regular hot yoga class. •

HELENE CYR

Like several local studios, Quantum Yoga & Pilates offers a 30-day, new-client offer to see if hot yoga is right for you.

JEFFREY BOSDET/DOUGLAS MAGAZINE

JEFFREY BOSDET/DOUGLAS MAGAZINE

DID YOU KNOW

The Real Price of Dining Out

Want to know why your cheeseburger and fries cost $22?

Dave Craggs of Ferris’ Restaurant Group broke down the costs — many of them hidden — of restaurant food and used his $22 burger and fries as one example. Once-stable items, like linen, gas, hydro and insurance, have risen post-pandemic, and most restaurants in town are walking a tightrope between raising prices and shaving their own profit margins. “People see a crowded restaurant and assume it’s making a ton of money, but the average margin for a local restaurant is only about five per cent,” he says.

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