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The “Find Your Career” Issue /PRESIDENT’S Letter/ When I talk with other business students about what they want to pursue in the future, I get two responses: the passionate “I want to be a (insert profession here)” and the “I’m not sure yet.” This isn’t to say one is more passionate than the other; it’s to say that one has been able to find their focus. They have simply been able to focus their passion and make that their target. I grabbed coffee with Mr. So & So’, ‘I was on the phone with Mrs. This & That’ – they have spoken with as many professionals in as many fields as possible and learned as much as they can about each to decide what was the right fit for them.

This issue of Atrium Magazine is dedicated to those who are still looking. It’s difficult to network with professionals in each and every field so us here, at Atrium Media Group, have done it for you. We’ve gathered insight from various people in various careers to help you find your focus. On behalf of Atrium Media Group, I wish you the best of luck and I hope you find your target within these pages.

Mawadda Basir

/EDITOR’S Desk/ What do you want to be when you grow up? A question we all have struggled to answer. As kids, that answer was always a reflection of our dreams, and as we get older, those dreams face reality. Often we are enabled to settle, as the path to attainability seems vague with limited choices. The business program at Laurier, with a focus on each aspect-Finance, Marketing, Human Resources, Supply Chain and Accounting- ensures us that we have options with endless possibilities. Though some of us will go on to be great leaders embodying talent, education and intelligence, right now we still might be unsure.

As the new generation, we want our work life to be a reflection of us and often times we forget that finding the right fit is a two way street. Knowing what your dream entails and the path to it, can be an anchor in the storm. It can keep you stern as the waves of uncertainty wash you ashore. In this issue of Atrium, you will hear from students, new grads and industry professionals whose experience in their respective fields has enabled them to greater success. Sharing their wisdom will provide a closer glimpse of you dream and connect you with those who have been where you want to be.

On behalf of a truly talented team, hope you enjoy the latest edition!

Maria Mustansir

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inside AWAKE Chocolate /FEATURE/

By Katie Pufall As a university student, we are all looking for that quick fix that will give us an extra push to get through the day. Now there is a brand on campus that does just the trick. AWAKE Chocolate is just that, combining enough caffeine – equivalent to a small coffee – and a chocolate bar.

Matt Schnarr and Adam Deremo, two of the three co-founders, both graduated from Laurier in Communications and Business, respectively. Both were eager to share their experiences and inspiration in creating their new product.

Before taking the plunge into their new venture, Matt and Adam worked at Kraft and PepsiCo. Matt focused on marketing and sales while Adam, on finance. “Our previous experience gave us a strong understanding of how to sell to big retailers since it’s hard to make a deal with them if you don’t know what they are looking for,” said Matt regarding his previous experience as an Account Manager for Walmart and PepsiCo. Moreover, Matt elaborated, “Functionality is the future of food.” People are now eating certain foods for specific purposes (e.g. probiotics in yogurt, vitamins in water); people

want to get more out of what they are putting in their bodies.

AWAKE Chocolate launched in stores 18 months ago and has since expanded to over 16,000 retailers across North America. Currently AWAKE is available in milk chocolate and caramel in either a bar or, their recently launched, bite-sized singles.

Any successful business knows that understanding the needs of its consumers is the most important thing. AWAKE leveraged Facebook, hosting a poll, which asked consumers what they were looking for, and as a result the bite-sized singles and caramel flavor were developed. “We genuinely try to listen to our consumers, and social media is a great way for us to communicate.” By embracing social media as a two-way communication tool, AWAKE is able to satisfy customer wants and needs while continuing to spread their message about the company and its product.

Branding has been, and still is, one of the most important tools AWAKE has used to launch their business. It all revolves around the key concept of “fun”. Energy drinks and coffee taste fine to most, but chocolate is 5/Atrium Magazine Winter 2014

/A lot of people seem to appreciate the underdog nature of our company/

Student Profile: Co-op at EVISORS

By Maria Mustansir

innately a fun food to eat. As a result, their whole marketing concept incorporates fun details like their colour pallet, product packaging, and Nevil the Owl. “Unlike our competitors, we do not have vast amounts of money to spend on marketing so we have to make our product stand out and look good while also explaining what it is. A lot of people seem to appreciate the underdog nature of our company – here are three guys taking on some of the biggest companies in the world.”

notably, their product was featured on Dragons’ Den, where they pitched their product to like-minded business titans Kevin O’Leary, Arlene Dickenson, Jim Treliving, David Chilton and Bruce Croxon, in hopes of further capital.

“One of our investors suggested that we pitch on Dragons’ Den,” However, at the time AWAKE was undergoing a major change in product branding, limiting the time there was to prepare for the show.

AWAKE established three goals before they The toughest part of starting their business were featured on Dragons’ Den: get televised, was raising funds to launch their product. It receive positive product reception and raise was a long process, as they tried to convince money. With these objectives in mind, Adam hundreds of investors to invest in the comdescribed their decision as more of a marpany. Adam describes it as “more of an art keting tool than a way to raise funding. An than a science.” However once those initial opportunity like this meant brand exposure on investments came in, funding propositions be- national television – publicity. came easier because the concept of AWAKE became reality.

“We had pitched to many investors before, so we could anticipate the kinds of questions Currently, AWAKE’s greatest challenge is they would ask and had already been asked to keep their brand presentation consistent most of those questions before.” throughout all of their retailers’ locations. “We want consumers to be able to find our product AWAKE’s success and expansion across where they expect to get it. We have found North America can be seen as the fruition of them in the energy bar sections, the chocolate hard work and planning. According to Adam, aisle, and at the front counter of many stores. the future of AWAKE is in increasing their As the number of distributors increase, it beproduct line breadth and depth, and maintaincomes more difficult to manage those inconing the momentum of their brand awareness. sistencies.”

As Adam states, “In a nutshell, our plan is to sell a lot more Chocolate.”//// Despite these discrepancies, AWAKE is gaining momentum across North America. Most 6/Atrium Magazine Winter 2014

For most business students, working on Wall Street is a dream. For Colin Cheung, this was a reality as he completed his first co-op term in New York with Evisors as a Marketing and Operations Associate. Currently in third year, Colin is using co-op as a means to explore different fields of business and Evisors presented a great opportunity in discovering his interests.

Evisors is an Edtech startup company which specializes in developing a career mentor network connecting industry professionals with students and new graduates. Evisors offers resume critiques, mock interviews and expert career advice helping one distinguish themselves in landing their dream job.

For Colin, Evisors was the right fit, as he knew working for a startup meant gaining experience in all aspects of business. In his marketing role, Colin analyzed data analytics for the company and, within his operations role, devised ways to improve the various products and services. Looking back at his co-op experience, Colin observed, “The decisions you make within a startup company directly impact its future performance as well as its ultimate survival” The challenges presented within Evisors relied heavily on many course concepts within the BBA program and Colin depended on his academic knowledge in solving complex problems within the business.

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Beyond Laurier: Mr. Lube

By Daniel Chen

A typical workweek at Evisors starts with a lot of managerial accounting as Colin updated the company’s activity metrics before the weekly dashboard meeting. This task required a thorough knowledge of the company’s revenue streams and the relative impact on its financial performance. From there, Colin’s job progresses into quality assurance testing for the technology department upon the release of new products and services. The job also includes answering customer inquiry questions helping them navigate through the Evisors website. Other projects Colin worked on include conducting competitive intelligence in determining who Evisors’ competitors were and how the company could stand out amongst the competition.

According to Colin, “There is no formal training when working for a startup but the experience in running a startup is the training itself.” A huge learning point for Colin was overcoming his personal bias that a position in marketing requires one to be creative and involves strong visual skills. “I realized marketing is a big field and there is this whole

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data analysis side to marketing,” Colin explains. As a person who works well with numbers, it was interesting for Colin to determine if a project was really worth both the investment and the effort.

The most rewarding part for Colin was the experience he gained in developing a global view. As Colin describes, “The people who surrounded me had ideas and aspirations which were far more meaningful than what they had to offer. Working with the people at Evisors encouraged me to set goals for myself and work hard to achieve them.” His advice to students is to use their current freedom to pursue whatever they want and use the time to discover and develop themselves as individuals. ////

The Seahawks dominated the Broncos in this year’s Super Bowl 43-8, but the actual competition started months before – planning and hard work, culminated into a couple of minutes on the air. Bud Light came out with an awesome #UpForWhatever TV spot; Kia’s ‘the Truth’ to Challenge the luxury you know TM; and Joty Grewal’s personal favourite: Coke’s ‘It’s Beautiful’.

As a recent Laurier Graduate in the Class of 2013, Joty has worked for Quadro Engineering, Suncor Energy, Samsung Electronics, and is now working on exciting projects at Mr. Lube Canada. Her co-op experience allowed her to learn the basics of marketing in the business world while challenging her to keep growing as a professional. One of her most rewarding projects included developing a video introducing Suncor Energy to potential B2B partners.

Marketing often involves many stages between planning and execution, while coordinating the needs of various stakeholders.

At Mr. Lube, Joty is responsible for sharing information regarding new promotions with various external partners, the marketing team, and franchisees. Developing a promotion can take many weeks and requires timelines. One of her tasks is to ensure those timelines are consistently met so the initiative can move forward. Much of what Joty learns is gained from a learn-as-you-go process. There are no formal training programs for new graduates, but rather, colleagues are always helpful and teach you the skills of the trade.

Her passion for marketing stems from its creative freedom. She does not feel confounded to conventional boundaries as she believes marketing is about connecting with the consumer in any way possible. It is not black and white and you can always try new ideas and experiments in the field. When plans are executed, they are not always how you envision them (for better or for worse). Joty’s job involves evaluating the final outcome, talking to employees at Mr. Lube to see how customers respond to new strategies, and evaluating results for areas of improvement. It becomes a matter of Innovate or Die – take different approaches and be open-minded because it fosters fresh ideas.

A mentor at Suncor had once told her, ‘In order to get to the top, you need to have explored and understood every part of the business, not just one.’ She truly believes Wilfrid Laurier provides students with that exact perspective on a business allowing one to learn a variety of different subjects. Her advice to entering the marketing world is simple: Be proactive and apply to internships, even if they are not directly marketing. Other areas of the business can still teach you about customers, pricing and the processes to achieve goal-oriented tasks. Joty emphasizes the importance of being cognisant about current business trends and using social media as a medium to stay updated on the latest news and ideas.

Get involved on campus with marketing-related clubs that support your interests, and use them as a means to connect to other individuals who can help you learn and grow. Whatever you are pursuing, be passionate about it and make goals that will help push you to your idea of success. //// 9/Atrium Magazine Winter 2014

MEET YOUR PROF

Grant Packard /FEATURE/

By Evan Rodvang

Conventionally, publishing academic journals and conducting research is not what one expects to do out of school, let alone, pursue it by leaving an executive position. However, Dr. Packard’s passion for research, prompted him to leave his prestigious position as Vice President of Loyalty and Marketing at Indigo Books. Currently a marketing professor at Wilfrid Laurier School of Business and Economics, Dr. Packard’s vast experience 10/Atrium Magazine Winter 2014

and knowledge has allowed him to make a great impact in the marketing world. He entered marketing right from undergrad when he was involved with concert promotion on campus at University of Colorado, Boulder.

He pursued a Masters in marketing at McGill, followed by a Ph.D. in business administration (marketing) from the University of Michigan.

Dr. Packard’s pursuit for higher learning led him to his current research, which focuses on social interaction, primarily consumer to consumer, as well as consumer and employee interaction. He considers this to be an increasingly important field in marketing, as social influence, aided by the Internet, is starting to replace advertising as the number one factor in motivating consumers.

The increased usage of Internet and mobile devices has changed the way people shop, and it has taken a lot of power away from the huge advertising engines that have been conventionally employed. To put this in layman’s terms, consider that whenever you go to buy something at Amazon.com, you are more likely to scroll down and read the user reviews rather than doing the research into the product yourself. This is a common example of how consumer-to-consumer interaction is overtaking the marketing sphere. Dr. Packard’s research focuses on this change in consumer trends, as advertising becomes a lot less impactful when influencing buying decisions. This has led him to zoom in on how people influence each other rather than how external advertisers influence them.

Working for multi-national firms like Indigo Books and Excite, Dr. Packard has gained a tremendous amount of firsthand knowledge of the industry. At Excite, a lot of time was spent analyzing peoples’ online behavior and conducting surveys to get user responses. Sub-

sequently at Indigo, a large part of Dr.Packard’s role was to conduct market research, analyze what consumers liked best, and most importantly, discover what they were likely to buy as a repeat customers.

Dr. Packard’s role involved the use of analytics marketing strategies, which is a process where marketing is customized for each individual consumer, rather than a blanket advertisement that everyone is exposed to.

His role focused on retaining customers and predicting increasing or decreasing patterns in consumption.

An initiative that Dr. Packard played a huge role in was creating a personalized magazine for Indigo Books called Indulge. Indulge is a printed magazine that is customized for every person on its mailing list. Rather than presenting a flyer of every book in the store, Indulge is based on the consumer’s individual tastes. It determined consumers’ interests based on their prior purchase history and would then feature articles on products and people the consumer might be interested in.

For example, Indulge may feature an article on Margaret Atwood rather than Stephen King based on the kinds of books the consumer tended to be interested in.

In Dr. Packard’s expert opinion, a successful marketing campaign needs three vital components. First, it must resonate with the audience – what matters is not what you are selling but rather what the audience needs.

Secondly, it has to speak with a voice that is true to the brand, engaging in a two-way conversation between the brand and customer. Third, measurement is vital to a successful campaign. SMART, specific goals must be set with means set to find out if you have accomplished these goals.

cial media. Effectively monetizing websites like Facebook and Twitter is a huge topic of discussion right now, with advertising being the main driver in their share value. For example, how do investors make a mobile app like Snapchat, valued at $3 billion, into something that can generate viable revenue streams? Google’s success can be attributed to its unique, not to mention secret, algorithm and predictive searches; both of which they leverage to make their advertisements more effective.

The biggest challenge of being a successful marketer is combining creativity with quantitative analysis. In the competitive and ever-evolving marketing field, you cannot have one without the other if you want to succeed.

Being on the frontline and having one-on-one interaction with customers is intensely valuable. It helps you see the world as a consumer and helps you to see what the business is really about.

For Dr. Packer, inspiration comes from the people around him. Observing social interaction fuels his research and allows him to question why we do the things we do. Dr. Packard is hoping to have more research published in journals this upcoming year. His advice to those looking to enter the marketing field is that, because marketing firms do not do a lot of on-campus recruiting – you have to market yourself. By getting yourself out there and networking effectively, you can prove that you have what it takes to succeed in the industry. ////

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FINA NCE

Student Profile: Co-op at GE

By Evan Rodvang Leonardo DiCaprio’s Oscar-nominated performance for The Wolf of Wall Street is an interpretation of the Sales and Trading floor in the investment banking industry. Sabith Azward had a subtler lifestyle, as a Corporate Finance Intern at General Electric Canada, where he completed his first co-op term. Sabith worked as an intern in the Financial Management Program, which selected about 8 individuals across Canada to work in various businesses within GE. In his new role, Sabith worked closely with the health care industry; using raw data and converting it into useful information through building models and analyzing trends. This proved to be a steep learning curve, which challenges oneself and one’s ability to work independently and in a team environment.

Sabith’s biggest challenge came with his work in developing and implementing a new research funding process – collaborating with key members in different functions to ensure improved transparency and communication.

Sabith was given autonomy of certain files, which allowed him to experience a good mix of teamwork and independence. There was no such thing as a normal day at work as certain issues and priorities would lead to redirecting projects and shifting focus. He also washed

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cars while being part of the first annual intern carwash event in which they received personal letters from the CEO, Elyse Allan. Sabith states, “The atmosphere at GE is approachable, friendly, yet challenging because they do want you to make an impact on the company.” During the interview there is a heavy focus on behavioral questions, as technical skills can be learned on the job with the right transferable skills. At GE Canada, it is about hiring the right fit, as Sabith explains, “solid background will get you the interview but good personable skills, confidence, and leadership skills gets you the career.”

Working in GE healthcare, the objective was to constantly improve the system. Co-op students are encouraged to always push themselves and to go above and beyond expectations. For a career in finance, students should take steps to improve their skills with programs such as Excel and Access, as well as take steps to ensure that soft skills are highly maintained. As the incoming president of the Laurier Accounting Association, Sabith’s own past experience includes an ambassador for the Chartered Professional Accountants of Ontario, BU111 TA and a Financial Math Tutor for Laurier SOS. Time management is a valuable skill to posses as work is about managing time between different projects, at times overlapping different departments requiring coordination among all to complete.

Finance is an integral part of an organization and when applied to real-life projects, requires the need to keep current. As Sabith states, “ It is important to put out high quality work, to be efficient with time, and to always be ready to take on extra responsibility. Once hired making an impact at GE becomes a necessity. ////

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Beyond Laurier: McKinsey & Co.

By Krishna Aggarwal

By Krishna Aggarwal In the ever-changing world of business, providing meaningful solutions and adding value to clients is a high commodity. During his time at Laurier, Minwoo Choi was fascinated by how good business decisions could be formed by structured, rigorous, and logical analysis realizing that management consulting would perfectly align with his interests.

A recent graduate, Minwoo Choi is now a full-time business analyst at Mckinsey, one of the most prestigious management-consulting firms in the world.

Minwoo developed a strong interest in business strategy after completing a business policy class at Laurier and participating in various case competitions. He states, “Laurier has helped me develop the ability to think logically, communicate clearly, and tackle problems confidently.” In his role as a Business Analyst, these skills allow him to work on various projects and provide the best service for his clients. As a proud Laurier alumni, Min woo encourages students to embrace the challenge that comes with tougher courses, and take advantage of some truly great professors and smart colleagues that push you further and help you grow.

In his role at McKinsey, there is no typical day. As a Business Analyst, the work Minwoo does varies by project; however, it does share a few commonalities. It involves a combination of independent analysis on his own work stream within the broader project that he is responsible for. Minwoo works with his team of clients and colleagues to break down the problem, structure solution sets, and carry out different analyses to test hypotheses.

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Along the way, he might be building models in excel, conducting interviews and synthesizing information. Ultimately, consulting is a client service; without clients he would not be there. Minwoo states, “everyday, I observe colleagues living our #1 McKinsey value of putting the clients’ interests first, and I try to do the same.” His role as a busi ness analyst also involves traveling and visiting different cities, which played a part in his desire to be a consultant.

At Mckinsey, Minwoo describes the culture to be collegial and values-driven. With a mentor in the firm, and training for technical and personal growth, there is support at each level.

Minwoo’s advice for networking is that it is never too early to start, though he strongly discourages networking for the sake of networking. He states, “being passionate, genuine, and doing your own due diligence will help you find yourself surrounded by people who want to work with you and who you want to work with.”

Consulting is a broad and diverse industry, thus Minwoo recommends talking to as many professionals to get a good understanding of what kind of consulting you would be interested in (e.g. management, IT, or actuarial). According to Minwoo, “once you find the area you are passionate about, be your own consultant to yourself.” Identifying key success factors, leveraging one’s competitive advantage, and executing with dedication can derive the biggest impact to one’s career. ////

Who is going to be the next Apple, Netflix or Whatsapp? Finding the diamond in the rough can be a difficult task, however for Michael Cestas, determining the most promising investments is a fulfilling and exciting career. Recently graduated from Wilfrid Laurier, Michael completed all three co-op terms at Gluskin Sheff + Associates before signing on full time as an Equity Research Analyst. Michael’s illustrious career at Laurier involved him graduating at the top of his class, where he was the recipient of the President’s Gold Medal and was the Portfolio Manager of the Laurier Student Investment Fund in his final year.

Gluskin Sheff + Associates is a preeminent wealth management firm focused on high net worth clients, with currently about $6.8 billion assets under management. Michael’s role as a Buy Side Equity Research Analyst involves him finding undervalued companies and profiting from that discrepancy. His incentive is to make money for his clients by discovering investment opportunities with a bias towards fundamentals. On a day-today basis, the role is very autonomous and organic. Analysts will further look into an idea that a Portfolio Manager (PM) has suggested or identify opportunities themselves. Every analyst has his or her own research process, and as Michael says, “There is no such thing as a typical day. Analysts can spend a day, a week, or a month looking at a company.”

Michael informs students that it is possible to get a job in equity research directly out of undergrad and Laurier is unique in this respect, as it is one of the few schools that get full time buy side recruitment. There is an advantage for recent graduates, but it still remains extremely competitive.

These positions require high caliber individuals possessing analytical and research skills, as no one teaches you how to perform an equity analysis. To help build your investment philosophy,

Beyond Laurier: Gluskin Sheff & Assoc.

Michael suggests Buffettesque resources such as The Intelligent Investor by Benjamin Graham and Warren Buffett’s Shareholders’ Letters.

Michael came to Laurier specifically with his career in mind, and after large amount of due-diligence, chose Laurier because it provided more opportunities when coupled with LSIF and the Co-op program. Laurier gave him a year of work experience, and another two years of on-campus experience through the Laurier Investment and Finance Association (LIFA) and Laurier Student Investment Fund (LSIF).

The biggest recommendation Michael has for students is to get involved, and not only as a general member of a club so you can have greater impact.

Michael says, “It will help you grow as a person, become a more effective interviewer, make a ton of friends and become more prepared leaving university.”

While on campus, Michael recommends utilizing resources such as the Bloomberg Terminals and the Bloomberg courses offered by PRISM RESOURCES. One of the most underutilized resources on campus is the library database, specifically Euromonitor and Market Line (Formerly Data Monitor 360).

When Michael is not busy helping Laurier win JDC or being a BU111 Teaching Assistant, he enjoys mountain climbing recently climbing Mount Rainier in Washington which stands at 14,400 ft.

Michael advice for students is to take advantage of their time at Laurier, as it will impact the rest of their life and career. //// 15/Atrium Magazine Winter 2014

OMERS: Paving the Way to the Future for Canadians

/FEATURE/

By Krishna Aggarwal

Atrium Media Group had the opportunity to speak with Michael Nobrega, the CEO and President of Ontario Municipal Employees Retirement System (OMERS), one of Canada’s largest and most prominent pension funds.

OMERS currently manages $60 billion and has had a long term record of achieving stable, positive risk adjusted returns, with 2/3 of the current capital being generated through investments. Mr. Nobrega was appointed CEO in 2007 and has had a tremendous impact on OMERS, while helping shape the pension landscape in Canada.

As a pension fund, OMERS has always been focused on long-term growth. Mr. Nobrega 16/Atrium Magazine Winter 2014

says they look five to ten decades down the line and anything they invest in will have to have be aligned with the long-term interest of OMERS. With that being said, OMERS sees that the short-term is looked after but its primary focus remains on the long-term growth of the fund. OMERS has many divisions, as it invests in Infrastructure, Capital Markets, Private Equity and Real Estate.

However, OMERS did something unique among Canadian pension funds and has recently launched a Venture Capital arm, OMERS Ventures. The primary focus of OMERS Ventures is optimizing risk-adjusted returns by taking positions in late stage startups. Mr. Nobrega states there were many opportunities to invest in these companies and be profitable to OMERS at the end of the day. These investment opportunities also allowed OMERS to work to make these investments into global companies and provide high paying jobs for Canadians. Many startups get sold to multinationals and the jobs leave Canada following their acquisition.

With OMERS Ventures investing in the startups (versus multinationals), they can optimize profits for OMERS, add high paying jobs by growing in Canada and maintain innovation occurring in Canada. It has been widely reported in the media that OMERS Ventures has secured investments in some of Canada’s promising innovation all-stars, including Hootsuite, Shopify and Waterloo’s very own Desire2Learn.

Mr. Nobrega talked about a day in the life of OMERS CEO and his three main responsibilities. Mr. Nobrega said his first responsibility is to his employer, the Board of Directors, and he must make sure any issues related to the Board are dealt with promptly. His second responsibility is in respect to management on the three sides of OMERS. This includes the Investment side, the Pension side or the

Corporate Side, which includes Human Resources, Legal and Internal Audits. His third main responsibility is to the market place, which might involve crafting a speech with colleagues that might be presented to the Board of Trade or other organizations that work closely with OMERS. As CEO, he is not totally preoccupied with today’s activities but looks at the organization long-term strategic direction five to ten years down the line. Like every successful CEO, Mr. Nobrega spends long hours on the job even after the workday has come to an end, and comes into the office for the majority of the weekend.

When asked about his favorite investment, Mr. Nobrega responded that all of OMERS investments were his favorite. He went on to speak at length about the significance of OMERS investment in Bruce Power, given Bruce’s importance to Ontario. When making the investment, OMERS wanted to invest in something beneficial for Ontario, and also consistent with OMERS investment strategy around assets that can generate stable, longterm returns. Bruce Power also had “Ontario written all over it”, in that it is an asset to all of Ontario as it provides 30% of the electricity in our province and well-paying jobs in Bruce County.

Mr. Nobrega said the main growth area in OMERS will be in two segments, the investment side and the capital side. As investment opportunities seem more attractive globally, OMERS has created offices in London and New York to capitalize on global investments.

With that being said, Mr. Nobrega is very keen on finding investments in Canada to keep research and development and jobs within Canada. On the capital side, the pension industry will see substantial change in the next few years, as smaller plans will be consolidated into bigger plans. This will be due to administrative efficiencies and for

investors to get exposure to a broader range of asset classes.

Outside the office, Mr. Nobrega spends his little free time helping not-for-profit organizations. Mr. Nobrega is the Chair of the Board for Ontario Centers of Excellence, a government organization that provides collaboration between universities and industries. They help youth with early stage startups, and have an incubator in Waterloo that is very active with the University of Waterloo and Wilfrid Laurier University. Mr. Nobrega’s interests lie with innovation within Canada and recommends a book called “Innovation in Canada: Why We Need More and What We Must do to Get it” by Tom Brzustowski.

Mr. Nobrega wants to inform students that a long-term career in finance is exciting, and that finance offers a very good skill set. In order to do well in a career, he advised that you must expect to work very hard, have a vision for what you want to accomplish and deliver on the vision. And if by chance you become a CEO, then do not expect to become part of the furniture. You must be proactive in mentoring and developing leaders throughout the organization. As someone who has seen it all, Mr. Nobrega states that the job market is tough and that automation is taking over many traditional jobs. So make sure you take your education very seriously, as a Bachelors degree won’t get you where you want to go anymore, he observed. He offered two further thoughts. First, university students should think more about creating a company with an idea when they graduate, as there are no easy jobs out there anymore. Secondly, young people should take advantage of the fact that the government and incubators are working hard to generate the working environment, dollars and mentorship for students to be successful in any venture they undertake. ////

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HUMAN RESOURCES Student Profile:

By Sylvia Novac In her final year of the BBA program, Alexandra Abbiento is preparing for a rewarding career in Human Resource Management.

Throughout her time at Laurier, she has become actively involved on campus as the current President of the WLU Human Resource Network and HR Manager for Student Publications, to name a few. Her enriching experiences both inside and outside of the classroom have solidified her passion for this field to begin pursuing the Canadian Human Resource Professional (CHRP) designation.

Through Laurier’s diversified education, Alexandra first learned about Human Resources, but it was only after several volunteer and internship opportunities that lead her to discover what the field has to offer. Attracted to the influential role of Human Resources, Alexandra developed an interest in its ability to shape the organization of a company to better fulfill its goals. An organization’s corporate culture, training, and recruitment are several of the key elements that HR addresses most.

Reaching out to professionals within the field at conferences has also provided her with insight into the daily life of what the job entails.

“I really enjoy that every day is different in the life of an HR professional because there are always new things to learn and events to attend to ensure that all aspects of a company are aligned with its objectives”, Alexandra comments.

Alexandra’s success is attributed to the opportunities she has had in her HR positions. As

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the current Laurier student liaison for the Human Resources Professional Association, Alexandra has been involved in numerous networking and mentorship programs in which she has interacted with industry professionals. An internship in the summer of 2012 at Investors Group Financial Services also provided her with hands-on experience.

It was in her position within the Recruiting and Training department where she was able to apply course concepts to supplement her learning.

For any aspiring HR professional at Laurier, there are steps that passionate individuals like Alexandra, can take over the years. Developing confidence, especially in an interview setting, is important in successfully communicating your accomplishments. Alexandra comments, “No matter what position you have currently in a club or organization, be confident about what you have done and your goals for the future.” Seeking HR-related positions through internships, and volunteer positions especially, are essential for developing your recruitment skills. Gaining an understanding of how even small organizations work will provide you with a better understanding of business as a whole. ////

Industry Insider: Dr. Steve Risavy

By Katie Pufall Human Resources Management, often the most overlooked of all the functional areas of business, is emerging as a key component of any business strategy. Dr. Steve Risavy, a Human Resources professor at Wilfrid Laurier University tells us of his experiences in the field, and the promising trends aspiring business leaders need to know.

Prior to teaching at Laurier, Dr. Risavy was the Director of Human Resources at Fusion Homes, an industry-leading home building and land development company. He has also worked as a Human Resources Management Consultant for companies like Organization and Management Solutions and Knightsbridge Human Capital Management.

From his vast experience in the HR field, Dr. Risavy describes “there are rarely typical days in the field of human resources management, especially with my experience of leading a human resources department at a growing organization. I had the opportunity of being a key part of the recruitment, selection, performance management, training, development, succession planning, and health and safety programs.”

However, one of the challenges that HR professionals currently face is the fact that some organizations are slower to realize the benefit that

is gained from having these experts as strategic business partners. Consequently, these professionals are now introducing initiatives that positively affect companies’ bottom-lines, thus enhancing the credibility of the HR practice.

After spending so much time in the HR sphere, Dr. Risavy has noticed two major trends that will come into play in the near future. First, there is the impending gap that retiring baby boomers will leave in management teams of organizations.

Second, it is becoming increasingly more challenging to retain top performers since they are inclined to switch companies more often.

In light of these new circumstances, HR is becoming a key aspect in the strategic management of companies. With the knowledge of HR professionals, companies can provide a stimulating workplace and increase employee retention. This can lead to decreased costs in training and development, as well as finding the best recruits to fill new positions.

The skills learned in the HR profession are not one dimensional, but branch out into all areas of business and help raise effective managers and leaders; learning how to manage, direct, and motivate people is essential for any aspiring business leader. The knowledge is cross-functional, especially for students looking to develop their skills in leading a team in areas other than HR. For students interested in pursuing a career in HR, Dr. Risavy suggests “being able to deal effectively with people in terms of conflict scenarios and motivation will help advance one’s career in the field.” Competence in terms of functional HR knowledge is important, but the ability to understand people is equally so.

Dr. Risavy encourages any student interested in tips related to resumes, cover letters, or interviews to contact him by email at srisavy@wlu.ca. ////

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supply

chain

Student Profile: Co-op at Whirpool

By Hayden Moffat When talking to Sanjay Bhambhani, it becomes quickly evident that he is an embodiment of passion. The third year BBA student may only be working his second co-op term, but he conducts himself like a true working professional.

Hailing from Mississauga, Sanjay decided to come to Laurier for the excellent co-op opportunities that the School of Business and Economics provides. Through the co-op program, he ended up with Whirlpool© Canada and began working in the supply chain field by keeping his options open and exploring all his alternatives.

Immediately Sanjay was able to succeed. He was able to assimilate smoothly into the lively and open corporate culture that Whirlpool promoted and loved interacting with people from all levels of the company. According to Sanjay, the office he works in is designed with an open concept where everyone can communicate with each other.

Communication and teamwork is a vital skill to have in the world of supply chain. The work Sanjay does during the day is project based and each day brings new challenges to the table. Spending a lot of time in meetings with his team members, which can last up to three or four hours long, allows Sanjay to collaborate and tackle company issues. This constant engagement allows him to succeed on all of the projects he participates in.

Supply chain is a vital part of an organization, and without it a company would not be able to run effectively. Recently, Sanjay undertook a project looking at the costing structure of

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Whirlpool, which is extremely important to the operations of the firm. The cross-functionality of the supply chain industry is what allows it to be a challenging one.

With the type of work he is doing, Sanjay really feels empowered by the people in the company. He makes meaningful contributions on a daily basis and really gains a feel for the working environment, which according to Sanjay trumps any grades attained in the classroom. Whirlpool has also provided him the opportunity to experience different aspects of the building as he is now working in a position that is more financially based than before.

As for the industry itself, the job outlook is good. Firms are always hiring and they have begun to expand their customer service departments. Instead of only focusing on making a sale after which the product becomes the customer’s sole liability, firms are now more open to helping the customer with their needs and making sure they are fully satisfied with their products and services.

For students who are looking for jobs or are hoping to apply to the co-op program, Sanjay stresses the importance of extra-curricular activities. While the classroom may be a good resource for theory, it is through working with other people outside the academic world where transferable “foundation skills” as Sanjay calls them, are developed. Sanjay also states, “Employers know when you are lying; don’t show off and just be who you are.”The most important advice he can give to co-op students is to just be your authentic self. ////

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Beyond Laurier: ScotiaBank Canada

By Evan Rodvang The formula for making a profit is simple; increase revenue by lowering your expenses.

Matching your needs with the most efficient supplier is an art that involves extensive research, planning and decision-making. Adam Mocian’s role as a Strategic Sourcing and Expense Management at Scotiabank Canada, involves just that. Graduating from the Business administration program from Wilfrid Laurier in 2010, Adam completed his last coop term in the same department where he was hired fulltime. Often times we think supply chain as the movement of resources from the supplier to the customer, however managing supplies to lower expenses is an integral part of an organization.

Expense management at Scotiabank required Adam to split his focus between both project and expense planning. As a manager, Adam is responsible for finding the best vendor for the bank that provides goods or services in the most effective manner. To enable the team to reach the best results, you need to analyze both the client’s needs as well as the history of the product or service. When Scotia bank replaced all its ATM machines in North America, South America and the Caribbean, Adam and his team acted as consultants in facilitating the decision making process among other departments within the bank. “ Working in strategic sourcing and expense management is very engaging”, as Adam explains, “different projects allow every day to be different.”

The sourcing manager is given an idea from senior management and is then expected to lead their team onto finding the best solution.

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Completing his previous co-op terms with the same department, there was minimal training required by Adam as he was accustomed to the role. This allowed him to move straight into his current managerial role, with the former manager’s supervision for when he required assistance. Each day as a manager, Adam encounters new challenges in the ever-changing business environment and there is strong potential for personal and professional growth.

Adam describes the culture at Scotiabank to be very open, friendly, and undoubtedly teamwork oriented. Scotia provides a secure career, and opportunities for horizontal mobility, where one can try different departments within the organization. Adam emphasized the importance of teamwork skills built from group projects at Laurier that proved to be invaluable. According to Adam, “A lot of times in the real world, you have projects under strict deadlines, where you are working with people you do not really know.” Adam states that technical skills in Supply chain are also very important. Resources on Campus such as Prism can help one become proficient in course such as Excel, increasing one’s value for potential employers.

For Adam, the most rewarding part is the completion of a project that he has established from the start to finish. Supply chain impacts the success of the whole organization, and is a growing industry that has a fulfilling career path. ////

CONSULTING

Student Profile: Co-op at PwC

By Hayden Moffat For many students progressing through the Co-op program at Laurier, the ultimate goal is to come out of school with a secured job. For Gennaro Santoro that is now reality as he has landed a job with PricewaterhouseCoopers (PwC) as a management consultant.

Utilizing prior experience from established firms, such as GE, Scotiabank, and Deloitte, Gennaro took the best aspects from each Coop term and pieced together his future career path: management consulting. The position requires a strong analytical background but also gives employees the chance to travel, interact with different clients and build one’s network, while making meaningful contributions to a global organization.

In terms of learning opportunities during each work term, Gennaro was able to receive lots of mentorship from people within the company. Furthermore, he was able to converse with management about his future career path and receive guidance about where he wanted to go.

While trying to find a job for each Co-op term, it is really important to remember that marks are not the only thing that employers look for. According to Gennaro, “There is a misconception about the over-importance of grades […] grades are there to show that you can learn.”

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/You will never do well in one field without knowledge of the other fields. The BBA program builds a comprehensive view of what is business/ quickly to make lots of connections because the people he goes to school with now will be the people he will work with in the future.

Keeping this in mind, Gennaro believes that the employers are looking to see how you communicate, how you handle yourself in a stressful environment and if they can picture themselves working with you in the future.

Another key thing to remember is to respect the process at every stem while progressing through the BBA program. In Gennaro’s words, “You will never do well in one field without knowledge of the other fields. The BBA program builds a comprehensive view of what is business.” Although each course may not be interesting and relevant to the future, it is important to gain a working knowledge of all the functional areas.

What made Gennaro stand out among the crowd during his interviews were his extracurricular activities. Competitions like the New Venture Competition and the JDC Case Competition (both which he won) allowed him to build his competitive drive. His term as Enactus president and SBESS Director of Clubs allowed him to build a vast network and apply theory to a working environment. He learned

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When it comes down to the most important piece of advice for students pursuing the Coop route, Gennaro thinks that planning each work term strategically will allow a student to gain experience and develop not only their strengths, but their weaknesses as well. And for students who do not get into Co-op, the future is still bright. “Non-coop does not mean you won’t get a job! You just have to work harder.” ////

Beyond Laurier : Consulting at IBM

By Hayden Moffat For a former SBESS President it is no surprise that Dragana Savic was able to land a consulting position with IBM. Throughout her illustrious school career, Dragana travelled through the Co-op program at Laurier, where she garnered valuable experience working with Proctor and Gamble and PepsiCo. The prior experience was all she needed to gain the transferable skills that would drive her newfound passion for a consulting profession.

Although consulting was never originally on her radar, she was fortunate to discover its appealing job description. Savic’s experience at IBM has taught her that being part of a constant changing work environment brings new and exciting challenges to the table each day. It is no wonder that her training regime has been busy. The program consists of a two year cycle where she rotates through different projects including a formal training event every 6 months in the United States where Savic gets the opportunity to meet with other employees from all over North America.

With this invigorating process, Savic has been able to gather a working knowledge in a variety of different areas. What really excites her, however, is the ability to apply all the critical work skills she gained during her stay at Laurier. The BBA program taught Savic how to collaborate effectively and think critically through all of the problems she faces daily.

Although she may not use the theory directly while working, the work habits and tactics she developed are invaluable.

Despite the short time Savic has been with IBM, she has come to love working with them: “For a big company, everybody there is very tight knit […]. It feels like a community.” It has also been rewarding to see that senior employees are noticing her work. Savic has received promotions early on in her career and has walked away from projects knowing she has made an impact. These exciting opportunities are just a small piece of the satisfying nature of the job.

To really succeed in the business there are a couple really important things prospective consultants should consider. For one, there is no way to fully stress the importance of networking. With the interconnectivity of the business world, it is safe to say people cross paths with each other all the time. Making a good impression and building a solid relationship with them is key. In Dragana’s opinion, the most important advice is that “You need to be comfortable with being uncomfortable.”

Taking risks and breaking personal boundaries is what defines the most successful consultants from the rest of the pack. For any student looking to make an impact in consulting, Dragana’s early career path is ideal and rewarding to follow. ////

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Industry Insider: John Heaton Change and Transformation: Technology /FEATURE/

By Ashley Lieu

It takes a certain kind of mental acuity and agility to manage the ever-changing world of technology, but John Heaton, Managing Director in Accenture’s Infrastructure Transformation practice, has proven himself more than capable of the challenge in his fifteen years of experience in the field. As a leader of North America’s enterprise security practice, he offered us a great deal of insight into the business side of technology consultingion, and as a graduate of Laurier’s BBA program, John imparted some sound advice for students about how to leverage your skills and your degree in the workplace.

His career began with the co-op program at Laurier, through which he earned a placement at an accounting firm in Hamilton. Although he has since moved on from the field of accounting, John found that his career in technologies is similarly client-oriented. In both finance assessment and technology consulting, providing professional services to his clientele is his main priority. Along with that responsi26/Atrium Magazine Winter 2014

bility, his role as Managing Director requires him to sell work to clients, manage projects, and oversee a team of several hundred employees situated across North America.

The transition from accounting to technologies happened organically throughout John’s career, first in Europe and then on his return to Canada. He cites Laurier as the initial source of his interest in the technology industry; beginning with a course in IT auditing, he later found opportunities to work with technology and implement systems and information security, as well as gain experience in managing IT risk and compliance. Much of his career, he states, was about approaching things from a business perspective and later driving down into the technical side, picking up the nitty-gritty knowledge as he progressed.

Rather than encouraging students to focus on one area or industry, then, he stresses the importance of having “a broad-based education” and understanding each component of a business. “You don’t come out of Laurier with an accounting degree,” he says, “you come out with a business degree and you happen to specialize in accounting.” Forging a career outside of those specializations can be daunting, but utilizing your knowledge and skills in an unfamiliar field can still lead to great success, as he has proven.

That willingness to change and take risks is precisely what John’s work requires. Consulting with clients in the rapidly advancing field of technology involves a great deal of what he calls “wobbling,” which is one of the biggest challenges he faces on a day to day basis.

“What the client expects, what you think the client wants may not really be what the client needs, and that wobble or that change is just an intrinsic art of consulting,” he explains.

“Consulting is about listening to your clients, understanding their problem and then coming up with a solution. And then as their problem changes, for a variety of reasons, we have to anticipate [changes] where we can, or react and then change to meet the expectation.”

So how do consultants meet this challenge of instability? He distils the problem into a logical sequence: “I have this rule with this requirement, which I then deploy this solution for… so as the rule changes, how do I then change the solution?” Even new trends in the industry – such as the advancement of cloud technology – require previous solutions be adjusted to suit the changing conditions.

Being prepared to listen and come up with alternatives and recommendations, in spite of the shift in expectations, is all part of the process; it’s about understanding the client’s needs and vision, translating them into an implementable strategy, and leveraging technologies to meet the new strategy.

While the ability to deal with change is a primary skill for technology workers, John also lists a few other traits he finds crucial to business in general. Leadership, of course, is one of the big ones; even from the start of your career, he states, people will expect you to be able to lead, make decisions, and prioritize your work. As well, understanding how to manage various types of people and how to communicate on the right level with them – be it through formal or casual messaging, digitally or in person – is as critical a soft skill as independent problem solving. Sometimes the quickest solutions to the biggest problems come from matching it to someone with the right knowledge and experience; the only way to do that is to ask questions and reach out to your colleagues. “In some [corporate] cultures, asking for help or escalation is a weakness; we [at Accenture] view it as a strength,” he states. “We want you to ask questions when you start, because that’s the way you learn.”

When asked to offer advice for students coming out of Laurier, John stresses the need to recognize your strengths and let employers know about them. “What I’ve found with some of the students is that they have great experience in communication, great experience in problem solving, great experience in leadership, but they don’t always sell that experience to us,” he explains. Knowing what you can do and where you specialize is the first step to succeeding in the workplace; after that, it’s about rolling with the punches and taking change and challenges in stride. //// 27/Atrium Magazine Winter 2014

Opinion: Smile!

Emotional Labour and Sincerity in the Workplace

By Ashley Leiu Workplace psychology and emotional intelligence have become key subjects of study in the corporate world, and one of the most valuable concepts relating to them is the practice of emotional labour. Though largely unacknowledged as a skill or part of service, emotional labour is present in every interaction an employee has with a customer, in gestures as small as a smile or friendly tone of voice. Emotional labour is, in essence, a form of self-management; it is the management of your actions and attitude to seem pleasant and welcoming, in an effort to provide the customer with a positive service experience.

The benefits of this practice are substantial: employees who are adept at emotional labour provide better quality service, are more efficient, and increase the rate of regular customers. They boost the company’s image and rate of sales, and also reduce the need for direct control while decreasing the number of interpersonal problems in the workplace. Airlines, for example, rely heavily on the quality of their flight attendants’ performance to attract clients, but even careers unrelated to customer service may expect a cheerful, upbeat attitude to “boost morale” and show that you’re a team player.

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Being friendly may sound like an easy task, but emotional labour requires constant effort, and can be exhausting when performed indefinitely. Under the strain of demanding customers and general work stress, it’s difficult to stay constantly cheerful, and often employees must resort to suppressing their negative feelings and putting up a façade of friendliness.

This distances them from their work; they merely go through the motions without feeling the positivity they are forced to project.

Spending extensive periods putting on such an act can lead to emotional dissonance, a disconnection between the emotions expressed and the emotions actually felt by the employee. According to several studies cited in the article, “Who Benefits from Emotional Labour?” (Lazanyi 2010), dissonance can in turn lead to: •Disingenuousness towards the customer, which reflects poorly on the company •Feelings of uselessness; believing that one contributes nothing to one’s work

•The suppression of one’s feelings even outside of work •Alienation from one’s own feelings and possible depression

•In extreme cases, psychosomatic diseases such as tumours and cardio-vascular diseases •Emotional burnout, which can have a negative effect on one’s self-esteem and social identity.

“Employees who are adept at emotional labour provide better quality service, are more efficient, and increase the rate of regular customers” Prevention of dissonance is thus imperative to a healthy work life and healthy mentality. Employers can help employees stay charged by offering words of encouragement or acknowledging their contributions; this can greatly bolster one’s mood and performance. Suitable working conditions – such as a reasonable work schedule or a safe, pleasant environment – can also foster better attitudes. Having an explicit procedure for managing difficult customers provides employees with a greater sense of control, reducing stress, and stress management workshops and conversation groups are also possibilities for preventing and relieving emotional exhaustion.

Being attentive to your emotional state is key in managing yourself and maintaining a truly positive attitude. When you begin to feel burned out and edgy, try taking a few minutes to refresh and re-engage the situation.

Recalling memories with the right “emotional charge,” then using that charge to fuel your response to a real-time situation, is an effective way to improve your mood and revitalize your work behaviour. Developing a kind of “spontaneous empathy” helps as well; taking a sincere interest in each customer, and investing yourself genuinely in their needs and concerns, keeps you from distancing yourself and simply going through the motions of friendliness. Learn how to catch yourself in

those moments when you feel that you cannot care anymore, and figure out what methods work best to help you restore your interest and emotional energy.

What is most important to learn as an emotional labourer is to stop suppressing your feelings in order to “just get through” a task.

Faking your cheerfulness helps no one, least of all yourself; it’s much more effective to acknowledge your emotions, find ways to resolve them, and then focus on regaining your positive energy. Being able to put on a genuine smile, rather than smiling just for smiling’s sake, can make a world of difference for both a customer and for you. ////

Sources Hochschild, A. (2004). Feeling management: From private to commercial uses. The Blackwell Cultural Economy Reader, 329.

Lazanyi, K. (2010). Who Benefits From Emotional Labour?. APSTRACT: Applied Studies in Agribusiness and Commerce, 4.

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Student Profile: Co-op at PwC

By Daniel Chen

N U O

G N IT

C C A

Is bigger better? Meet Cristina Rossi who just finished her final work term with PricewaterhouseCoopers as an Audit and Assurance associate; a position she landed in her first coop work term. With a wide background of experience and an impressive set of skills under her belt, she was able to harpoon a position at the Big Four. Her previous experience as an administrative assistant for the Toronto Fashion Incubator - a support system of resources and networks available to new designers and shops – allowed her to gain familiarity with data-entry tasks. However, in her opinion, it was not the stereotypical data entry job, which was transferrable to her placement. It was her communication and managing skills as a lifeguard/swimming instructor that was the breadwinner.

Christina leveraged those soft skills she gained from dealing with kids, to deal with clients and seniors. An important aspect for any accounting profession includes building relationships, which is far from the number crunching stereotype usually held. Any existing premonitions and stereotypes were overcome, as Christina discovered that some of the most interesting people she knows are accountants. As expected, the work is hard and the hours long; often times she needed to stay overtime to finish, but it is rewarding.

‘Imagine you’re a detective trying to come up with an alibi for these numbers.’ It is about developing an understanding and explanation to these digits, which users heavily rely on to create decisions.

community. She didn’t do it for the sake of ticking off another requirement on her resume, but to develop social skills and extend her network. As a BU111 & BU121 TA she had the most fun because of the people she worked with and met. The focus should not be solely on the grades, but about the actual learning and extracurricular activities as they provide the skills and tools necessary to succeed in the actual world. Even then, working 24/7 will lead to burnout so time management is a required basic in coping with highly-stressful industries like accounting.

Christina’s philosophy is to keep track of everything – the agenda is her bible – and to organize each day to have peace of mind. As an associate it is also important to ask questions. In this line of work, the most training you will receive is on the job so it is important to fully understand your task by getting the most information as possible. Everyone is there to help, and there is no such thing as a stupid question. ////

What was the biggest factor that led Christina to where she is today? The best thing she did was getting involved, whether on-campus or off-campus. She became a part of the Laurier 30/Atrium Magazine Winter 2014

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Startup:

Industry Insider: Adeline Siew

By Daniel Chen

line advocates and wishes she did more of in university. It is important to think early about the ideal career path, and plan accordingly. If this involves the CA or CPA designation, then consider which form of accounting is suitable – Public or Industry– and evaluate the pros and cons.

Cross-stitching is the art of embroidery involving X-shaped stitches in a tiled pattern, forming a picture. It is also Adeline Siew’s favourite past time. So when it came time to decide on a career path, the intricacy of combining information to form a greater picture is what let Adeline to be an accountant. In her high school years she had fun learning about debits and credits, which led her to explore her interests by enrolling into Wilfrid Laurier’s Math and Business double degree program. With a previous co-op placement at Erikson Canada and a subsequent one at a small accounting firm, she moved on to her position at MNP LLP where currently she holds the position of a manager. Each accounting firm tier – small, medium or big – is suited to different personalities. With the Big Four comes the resources and reputation; however, there is a trade-off in the form of heavy workloads. According to Adeline, “Amongst the medium-sized you gain a more comprehensive and detailed experience than that of the larger firms; you’ll be learning every day”. In a small firm, you are given full autonomy and can do everything from secretarial work to actual preparations.

Learning to consistently keep to a routine is a life-saving skill during accounting’s busy season. Work-life balance is important – eating right and managing both internally with co-workers and externally with clients. As a manager, Adeline is responsible for delegating both upwards and downwards by coordinating tasks between juniors and organizing planning meetings with partners. In any moment, there can be five different jobs going on at once, thus according to Adeline, it is important to understand other associates and their competencies to efficiently complete engagements.

As a Laurier graduate, Adeline advises taking advantage of the school. ‘Laurier makes you participate because of the small classes, which really gives you the ability and skill to talk to clients.’ Her transition to a manager and mentor role within the firm was made easier because she was used to participating in class. Getting involved is something Ade-

The best advice she has ever gotten? Separate yourself from your work and bring in a positive attitude and open-mind. Be efficient at work to be efficient when not at work. So put on the suit, skit, blouse, and tie – remember to be professional – and take all criticism as constructive criticism. ////

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During her extensive time at MNP, Adeline noticed a shift in the supply of public accountants. It used to be that nobody joined the tax division because of the requirement in keeping up to date on the ITA (Income Tax Act). Now with IFRS, ASPE, and NPO standards being updated, the work on both the assurance side and tax side are relatively the same. The level of professionalism and knowledge for assurance associates has risen – more accountants are going into industry – and public accounting will not be getting any easier.

MyCareerCity

/FEATURE/

By Ashley Lieu It’s the question we’ve been asked most persistently throughout our lives: what do you want to be when you grow up? For many, it’s also one of the most difficult questions to answer. Some of us are unsure what job our passions can be channeled into, while others find it hard to identify an industry they are interested in pursuing. Even when you do have an idea of what you’d like to become, it can be a challenge to get your foot in the door when you lack professional experience, especially with the existing economy in its current dearth. Students and new graduates are becoming hard pressed to find entrance into the job market; so what’s one to do when it seems like every door has already closed?

Some have found an answer in entrepreneurship. By starting their own businesses, entrepreneurs open new doors into the economy and create employment oppurtunities. Startup initiatives are always in search of talented employees to help build their venture; pair that with the boundless number of students looking for work, and you have a very simple solution to both problems. Connecting students to start-up companies will give entrepreneurs the talent they need and provide students with opportunities to develop their skills, gain experience and explore different career paths. As student entrepreneurs, Eu-

gene Osei, Stephen Amoah and Aliya D’Silva have a unique understanding of both groups’ needs, and developed MyCareerCity to supply their demands for fulfilling work and skilled labour.

The prerogative of MyCareerCity and its team is to ‘connect young people to opportunities that unlock their full potential.’ The digital platform provides a medium through which start-ups can advertise themselves and the positions they need filled; students can then browse that information and apply to become an intern with the companies that interest them. Each internship has a duration of about three months, after which students can choose to keep working there or move on to other ventures. CEO and cofounder Eugene describes these internships as chances to ‘beta-test your passion.’

“The big reason why people hate their job is primarily because they started with a job search, instead of a passion search,” he explains. “If you’re able to find your passion and you have that deep emotional connection to your work, that’s what keeps you going.”

While three months doesn’t seem like a long period of time, it’s enough to give students a taste of the industry they’re interested in and discover where their passions lie. If a 33/Atrium Magazine Winter 2014

Questions for: Matt Magdales 1. Tell me about Laurier Innovation & Entrepreneur ship – how has its efforts improved the School of Business & Economics?

career can be called a door, these internships are akin to windows; they offer glances into the future a career path might hold, allowing young people to make informed choices and find work they can enjoy and commit to.

The typical structure of a start-up company also benefits student development. Since the teams behind start-ups are relatively small, and the demands of business relatively large, employees will likely cross streams and perform multiple functions for the company. That opportunity to work in various areas and ‘try on different hats,’ cofounder Stephen states, can help students develop new skills or even introduce them to alternative career paths.

One of MyCareerCity’s own interns, who joined the team with a focus on accounting, became invested in the entrepreneurial stream and changed his career, going on afterwards to work as a venture capitalist in the States.

The opportunity to find work abroad is one of the biggest draws of MyCareerCity; its network spans several cities, with employers operating in Kitchener, Waterloo, Toronto, Montreal, Vancouver, Boston, San Francisco and New York. By offering employment in numerous places throughout North America, the platform provides students with the op34/Atrium Magazine Winter 2014

portunity to travel and find work in locations they hadn’t considered possible. “In essence,” Eugene says, “what we actually see is the mobilization of young talent across each of the startup ecosystems.” Opening access to distant job markets ensures that student talent can be effectively leveraged wherever it is needed, and provides students with an enriched work experience. The team hopes to expand their network worldwide in the future.

Whether near or far, economies are flourishing with new start-ups established and operated by graduates and career-minded students.

As Eugene enthuses, “We’re seeing a lot of young people who are creating jobs for others, we’re seeing young people who are building businesses that have an impact on the community. I think young people are transforming our economy, rebuilding it.” Our generation is capable of being agents of the future, of opening new doors and growing new economies.

MyCareerCity will offer the chance to explore the options; it’s up to you to pursue them. ////

Laurier gives students the opportunity to truly invest in their ideas through hands-on, experiential education. Whether that’s building a real business that can disrupt an industry through the LaunchPad, or investing real capital in game-changing entrepreneurs through the Laurier Startup Fund. Laurier has done a great job at providing a unique, differentiated, and valuable curriculum for its students.

2. Do you have any advice for budding entrepreneurs?

Q &A

The most important thing for any entrepreneur is to surround yourself with a network of supportive people who share the same aspirations. Leveraging your network of mentors, advisors, coworkers, and friends as a support system is paramount when overcoming challenges.

3. How would you describe 24 Hour Startup – what sort of opportunities does it offer for entrepreneurs?

The 24 Hour Startup is a very unique challenge here in Waterloo that addresses a big gap in the local ecosystem. Laurier produces top notch business talent, whereas the University of Waterloo produces some of the best engineers in the world. We’ve broken down the walls between both schools to give student entrepreneurs a platform with different skill sets an opportunity to collaborate. A successful team and business emerges when both types of talents work in unison.

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Questions for: Andreaa Fatu 4. Is there any skill in particular that you feel you have acquired only after coming to Laurier?

Coming into Laurier, I was very risk averse.

However, Laurier’s diversified education has allowed me to try different things, and has been valuable to me as an entrepreneur because it has taught me that you can apply scientific methodologies to building a company.

Understanding this scientific approach has allowed me to better understand how startups should operate and grow, which is valuable in my aspirations to become a venture capitalist.

5. What advice do you have for students wanting to step out-of-the-box?

My key advice is to put yourself out there. If you’d like to go above and beyond and be a leader within your community, you need to do things that aren’t conventional and traditional.

Reaching out to neighbouring post-secondary institutions and organizations within the city (ex. Communitech Hub) will expose you to a variety of opportunities.

6. What are your current plans upon graduation for your career?

I have landed a job in San Francisco with a startup within the field of big data and venture capital. Studying at Laurier has allowed me to find my niche and find what I’m truly passionate about which is data, design and venture capital.

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Q &A

1. Do you have any advice for building entrepreneurs at Laurier?

4. Tell me about your social venture – what makes it unique?

I suggest that entrepreneurs enter competitions that have an entrepreneurial “spin”.

Laurier’s Launch Pad competition, for example, gives someone with an idea, a platform to receive feedback and network with professionals who can offer support. Personally, I was able to receive this feedback, which helped to facilitate the development of my social venture. Try to also meet as many people as you can because most often, you will find individuals who are interested in helping you with your ideas and share your passion.

‘R Space is a social venture developed by Mawadda Basir, Marie Rosszell, and I that seeks to improve the mental health of students. We provide on-campus relaxation massages during stressful times of the year, particularly during exam season. We’re going to be launching this in February and our main operations will begin in April. Once we’ve tried it out on campuses, we’d like to implement ‘R Space for employers and in conferences within the Waterloo region.

2. What inspired you start the social venture of ‘R Space?

5. How can students get involved with ‘R Space?

It was during the New Venture Competition finals that my group and I decided to implement our social venture. We had received a lot of moral and financial support from people who were really interested in seeing ‘R Space become a reality. Therefore, exposing our idea to other people allowed us to receive the support we needed.

Once we get started in February, we will be posting information about ‘R Space on our Facebook page (facebook.com/rspace). Contacting us on Facebook is the best way to get involved at this current point in time during our beginning stages.

3. Is there any life skill in particular that you feel you have learned only after coming to Laurier?

I believe that I’ve been able to better seize opportunities despite not always being entirely confident in them. I’ve learned through competitions that things move very quickly and you need to take advantage of opportunities right away when they come to you.

6. If you were to hire someone, what do look for in the ideal candidate?

I look for determination, passion, and creativity. The ideal candidate would have unique ideas for the business, along with the motivation and drive to implement them.

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Questions for: Jake Lewis

Q &A

clients for our jewelry, and suppliers for art.

China is one of the largest diamond consuming nations, and they tend to look for the best, so it was natural to try and grow our customer base there. China also has an amazing art culture, both traditional and contemporary. While there, we were able to build relationships with some amazing local artists and are trying to develop their presence in North America.

4. Is there any skill in particular that you feel you have developed only after coming to Laurier?

We are a brokerage for jewelry and art. Most of the time when people hear the word broker they think of something financial. In our situation we are simply matching sellers of art and jewelry with buyers.

My communication skills, in a business context, have improved dramatically since coming to Laurier. I’ve been able to develop and refine how I construct communications. I’ve also been able to improve upon how I approach problems. I used to be very restricted in my approach. Now I look at a problem from multiple viewpoints, and try to weigh the impacts of a decision for everyone involved instead of just myself.

2. If you were to hire someone, what do you look for in the ideal candidate?

5. You speak French, what type of edge has that given you?

What we would look for in a candidate is someone who has good soft skills. A majority of our work involves speaking with clients.

Therefore, the ability to effectively and efficiently communicate what the business offers is essential. We also look for someone who is enthusiastic and willing to learn about different industries. The ability to speak another language would be an asset as well.

I think knowing another language, regardless of what it is, is a great advantage. Knowing French has opened some doors in terms of where I can work, especially in Canada.

1. How would you describe WTL Partners?

3. What is it that inspired you to search for employment in China and how did such an opportunity present itself?

I went to China in August with one of my business partners to search for potential 38/Atrium Magazine Winter 2014

6. Any last thoughts or advice to students with respect to how they can stand out?

I would suggest getting involved, not only academically but also in activities that you’re passionate about. If you can’t find an outlet for your passion, try creating one instead.

Time management is challenging in university, so it’s important to dedicate even a small portion of your time to an activity you enjoy.

WHAT’S YOUR FAVOURITE f u nn y WORK STORY ?

“One day I went to work only to find out that none of the managers were coming in to work that day; they all went on vacation. So my team leader tells me to watch a movie. I was confused, thinking this was a trick to test something so I just sat at my desk trying to work on some assignments. He came back 15 minutes later, looked at my monitor and asked if I have ever watched movies illegally, as he will be more than happy to show me how to do it. So for the rest of the day my colleagues and I watched movies. We even moved into the board of director’s room so we could sit on comfy chairs and stretch our feet onto the tables while watching our movies. I basically got paid that day to catch up on my movies.”

“To avoid the lengthy 30 second wait at Starbucks while they try and figure out how to spell my somewhat uncommon name, I have always, and probably will always give them an easy to spell “fake” name to put on my cup.

My name is Myriam, but Starbucks franchises across Canada know me as “Carly”. One day after grabbing “Carly”’s latte, I went to meet up with my boss, who was with her good friend, whom I had never met before. I introduced myself to him, but I guess the name on my cup (Carly) stuck more than my actual “Nice to meet you, I’m Myriam” introduction...

Let’s just say I spent the rest of the week working with him, wondering who the Carly he kept referring to was... I even Googled the words “carley” and “karly” to see if it was some business catch-phrase I was unfamiliar with. Nope, just my alternate coffee identity.”

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