WESTJET CEO ALEXIS VON HOENSBROECH ON THE SUCCESS OF HIS AIRLINE AND WHY ITS HOME CITY HAS BEEN INTEGRAL TO IT
We build spaces where dreams come to life and memories are made with loved ones; spaces you can call your “first”, or your “forever home”.
Whatever your home means to you, you can love it or customize it with Shane homes.
HOW
We believe we were able to successfully launch this tool in 2021 because of how we viewed the true benefits. This is a customer experience tool, and has the added benefit of lead generation.
We are committed to providing an unmatched customer experience and this was the perfect way to prove it. It seems risky to most to put so much information out there for anyone to see in such a competitive market, especially pricing when it hasn’t been the norm in our industry. We feel it’s a risk to lack transparency when buyers demand accessible information that empowers them to make an informed buying decision.
Our biggest roadblocks were “mindset” and our internal systems. We thoughtfully overcame objections and reworked certain processes to make it work.
In 2022, 19.8% of our sales were attributed to Build & Price. Customers are getting used to it and we often receive inquiries as to when new communities will be added to Build & Price. They want information and enjoy spending hours with our brand online in the comfort of their home pricing new models and adding options. Creating and dreaming.
Every buyer uses Build & Price differently, which is what we anticipated and encouraged. Some use it for basic research and immediately visit a showhome to gather more information from the sales team in person. Some go a little further and reach out to the sales team when they are ready to purchase. And some go all the way, making an offer on the model and lot and completing the sale 100% virtually.
With the amount of immigration coming into Alberta, Build & Price has been an integral way for out of towners to research and buy and we don’t see that slowing down in 2023-24.
With Build and Price, we meet our customers where they are at – and this helps lead us to that exceptional experience we strive to provide to all of our homeowners.
Melanie Gowans Vice President Sales, Marketing & Interior Design at Shane Homes Group of Companies Canada
DID A HIGH-VOLUME CUSTOM HOME BUILDER LAUNCH A BUILD & PRICE TOOL THAT PROVIDES BUYERS WITH PRICING AND OPTIONS WITH FULL TRANSPARENCY?
We are not here to sell homes; we are here to help people buy.
QQ: I had my house appraised, but the value wasn’t the same as the amount that the City of Calgary gave me on my tax assessment. Why are they different?
There is a lot of confusion when it comes to the actual value of your home. The tax assessment from the City of Calgary differs from the number the home appraiser provides to the bank. And your friends and neighbours have an entirely different opinion. Your home has four different values: the tax assessment value, the appraised value, the friends & family assessment and the market value. Here is how you know which value is right.
The tax assessment value that you receive from the City of Calgary at the beginning of each year is the number that varies the most and has the least to do with how much your home is actually worth. It is calculated based on past sales in your district and your square footage. It is not based on the quality of your property, updates you have completed, layout and the location within the neighbourhood. All of these factors have a huge impact on your home’s value. Ideally, it’s most advantageous to have a low tax assessment value so that your taxes are reasonable. If the number you are given is high, you can dispute it with the City to reduce your tax bill. Ultimately though, this number has less to do with how much your home will sell for on the open market than you think.
A professional appraiser is hired by your lending institution to determine the value of your property for banking purposes. They have a strict set of guidelines that compare your home to similar homes on the market that are close in size, location and amenities. It is a more accurate value than the tax assessment. But, I have seen appraised values of houses under construction get a value lower than the house is worth because the appraiser cannot envision the final product or because there is nothing else in the neighbourhood of the same caliber. I have also experienced home owners receiving higher appraised values for their homes.
Your friends and family members will always think your home is worth more than it is because of their relationship with you. When it comes to your immediate neighbours, they will want your home to be worth a higher number because that means their property is worth more too.
The market value is based on supply and demand, the local economy, job market, migration rates and past sales. The type of property you own, the district, the street, the quality of your property, its unique features and floor plan, the square footage, and its condition all factor into this equation. The only way you can determine the market value of your property is to have your Real Estate Agent do a careful analysis of all this data. All agents have access to historical data of homes that are listed or sold, but not all have the experience to guide you to the right price. At the end of the day, the only value of your property that is completely accurate is the amount that a buyer is willing to pay for it on the open market, and that is the value that matters the most.
LET’S CONNECT. WE’RE HERE TO HELP.
CALL TODAY TO FIND OUT HOW MUCH YOUR HOME IS WORTH.
SPRINGBANK HILL | $2,750,000
Experience majestic mountain views from almost every window of your castle-like home in the Slopes. The open concept living room with multiple seating areas, vaulted ceilings, grand fireplace, and fir hardwood floors has a huge bench seat under an arched window that perfectly frames the Rocky Mountain vista in the distance. A chef’s dream kitchen contains top-of-the-line stainless steel appliances, custom cabinetry, ample counter space, a trough prep sink and a unique refrigerated glass display case for your culinary creations. Entertain guests in the formal dining room or casual breakfast nook. Upstairs, the primary bedroom features a spa-like ensuite with dual sinks, soaking tub, and steam shower. Two additional bedrooms feature dormer windows and are connected by a Jack and Jill bathroom. The walkout basement has a bedroom with an ensuite, a media room, and recreation room/gym. Heated attached double garage, mudroom with 3-piece bathroom, ICF construction, in-floor heating, triple pane windows, and slate roof make this energy-efficient and quiet home a rare opportunity not to be missed.
ASPEN WOODS | $2,250,000
Custom-built for large families and those who love to entertain, this impressive home is situated on a coveted cul-desac. Upon entering, the grandeur of the two-story foyer, curved staircase, and rich woodwork will take your breath away. The formal living and dining rooms are perfect for hosting guests. The expansive kitchen with a circular island, butler’s pantry, caterer’s kitchen and high-end appliances is a chef’s dream allowing multiple cooks to work at the same time. The kitchen flows seamlessly into the family room, complete with a gas fireplace and double-height bay window. Double doors lead into the home office with built-in desks. A large primary bedroom features a barrel vaulted ceiling, a double sided fireplace and arches leading into the ensuite. Three additional bedrooms each with their own ensuite and a loft provide space for everyone to spread out. The walk-out basement features a wet bar, games and recreation areas, a gym, media room, 2 bedrooms and 2 bathrooms. Enjoy sunsets on the west-facing deck with a gas fireplace. Close to amenities, schools, and a playground, this home has it all.
This lovingly maintained home sits on a secluded cul-de-sac surrounded by beautiful landscaping and mature trees. A formal living room with a double sided wood-burning fireplace provides the perfect spot to entertain friends. Across the foyer thru double glass doors is the dining room, clad in classic wainscotting and topped with a sparkling chandelier. The cozy family room has a built-in bar and a view out to the gorgeous yard. The bright kitchen features granite counters, timeless white cabinets, a pantry and a bay window. Upstairs the primary bedroom contains an updated 3-piece ensuite and a walk-in closet. There are 3 additional bedrooms all with charming sloped ceilings. A modernized bathroom with double sinks and a separate toilet/shower room make the kids’ morning routines manageable. The fully developed basement recreation room is ideal for a teen hangout space. There is also a fifth bedroom, a bathroom and a storage area downstairs. One of the highlights of this property is the spectacular outdoor spaces with fully irrigated gardens. This is a fantastic opportunity to set down some roots in one of Calgary’s most prestigious communities.
There are few things more exciting than that new car smell, pristine upholstery and the string of zeros on the odometer. Ever since Canadians first embraced car ownership as a symbol of freedom and status more than 100 years ago, buying a new car has become an experience, an event, a major celebration.
The Wood family knows all about that feeling, and they have proudly delivered it to Calgary car buyers since Gerry bought his first Calgary dealership, Southridge Lincoln Mercury (renamed Woodridge Lincoln Mercury), in 1983. Now, with seven full-service dealerships under the Wood Automotive Group (WAG) banner, customers have their choice of the best Ford, Lincoln, Jeep, Chrysler, Dodge, Ram, Volkswagen or Honda vehicles, from Mustangs to Mavericks and everything in between.
In the early years, families would make a trip to the dealership to browse the newest models in the showroom and the hundreds of cars on the lot. Salespeople would greet them, direct them to the models that met their needs and tell them everything they needed to know about it before setting out for a test drive around the block.
“When I started selling cars in 1992, a client and their family would come to the dealership to look at a car three of four times before they bought it,” says Travis Eade, Woodridge Ford Lincoln general manager. “Now they come in once, maybe twice. They do it all online.”
With about 40 per cent of a dealership’s car inquiries originating online, more shoppers are doing their tire-kicking virtually. New car deliveries are delayed due to supply chain issues that leave dealerships with much less inventory on the lots, so customers research makes and models online. By the time they come in to buy, they’ve acquired knowledge levels that rival the sales professionals on the floor. And those professionals, who hold a no-pressure advisory position more than traditional sales, now do more listening than talking to help put customers behind the wheel of their perfect car.
WAG’s team asks the right questions to uncover what a prospective buyer is driving, why they are looking to change and what’s most important in their next purchase so they can match them with the right vehicle. Unlike when WAG’s first dealership opened, what that right vehicle is has transitioned from a passenger car into an SUV or truck to better accommodate the Canadian climate.
BY RENNAY CRAATS TOP: WHEN WOODRIDGE OPENED IT’S DOORS IN 1983 , THE FORD TEMPO WAS A TOP SELLER. BOTTOM LEFT: 1984 FORD F150. THE MOST POPULAR VEHICLE IN CANADA FOR DECADES/ COURESTY FORD MOTOR COMPANY. BOTTOM RIGHT: THE 1984 LINCOLN CONTINENTAL OFFERED STYLE AND LUXURY/ COURESTY FORD MOTOR COMPANY.TOP: CONSUMERS RESEARCH ONLINE BEFORE VISITING THE DEALERSHIP/ TRAVIS EADE, GENERAL MANAGER, WOODRIDGE FORD LINCOLN.
MIDDLE: CUSTOMER SERVICE IS ALWAYS THE PRIORITY/CAILEAN WOOD, VP SALES AND MARKETING, WOOD AUTOMOTIVE GROUP.
BOTTOM: CONSUMERS CONTINUE THE PUSH FOR SUVS/RORY WOOD, VP PARTS AND SERVICE, WOOD AUTOMOTIVE GROUP.
“It’s a market pull, not us pushing. Customers here have decided on SUVs,” says Rory Wood, vice president of Parts and Service, WAG. “Some manufacturers do quite well with cars, but Ford and Dodge have gone the other way.”
Ford Mustangs and Dodge Challengers are the last of the new passenger cars for those manufacturers, and Volkswagen is planning to eventually stop selling Golfs and Jettas in Canada in favour of the more popular SUVs and crossovers. Manufacturers are also embracing greener options.
With electric and hybrid markets growing, and fuel economy and clean energy top of mind, WAG dealerships are learning as much as they can about these EVs, from impacts of cold temperatures to range limits to tire wear for these heavy vehicles, so they are ready when that market truly takes off here.
“It’s a new world. We’re listening better and it’s important that we have specialists in each of our departments who can talk intelligently about what’s going on in the industry,” says Gerry Wood, founder and executive chair of WAG. “We receive internet inquiries, and we respond immediately and are able to talk properly to customers who don’t want to come into the store.”
The Group’s four-decade reputation for customer service and for building great long-time relationships means that customers wanting to order their vehicle online without stepping into a dealership still choose WAG. The team ensures those customers feel as valued and supported as ones they advise face-to-face. And no matter how customers want to be reached – via text, email, phone or in person – and how much communication they want to receive, these dealerships can accommodate it all.
With technology advancing the industry, WAG dealerships have doubled down on service to remain the go-to dealers for today’s savvy drivers. “As much as our industry has changed in the past 40 years, customer service is the priority and that’s not going to change,” says Cailean Wood, vice president of Sales and Marketing at WAG. From dropping a vehicle off for an overnight test drive, to on-the-spot financing, to WAG’s Tricor leasing and services programs, the Wood Automotive Group makes buying a new car convenient and enjoyable. Generations of Calgarians know that no matter how much things have changed, Gerry Wood and his team will always put customers first.
In 2023 the Wood Automotive Group celebrates its 40th anniversary. In this edition and in the coming months, Wood Automotive Group Founder and Executive Chair, Gerry Wood and his team will recollect how vehicles have changed in the past 40 years and how serving customers continues to evolve. In this issue we focus on new vehicle sales.
Powered by Wood Automotive Group
Gerry Wood - Founder and Executive Chair Wood Automotive Group
A complete community goes beyond just a physical place – it’s about providing an unmatched variety of elevated options to enhance the quality of life and convenient access to a diverse set of amenities, jobs, green space, accessibility, transit and residential options for all ages and abilities so you can spend more time doing the things you love and less time commuting.
of Calgary and harmonizes with surrounding communities and existing establishments like the Alberta Children’s Hospital, Ronald McDonald House, Child Development Centre, University Innovation Quarter, and the Foothills Medical Centre.
Living in one of Calgary’s most desirable communities is an unparalleled opportunity. All aspects of U/D are driven by a people-first approach to create an architecturally diverse and amenity-rich community that is connected and dynamic.
U/D has a true Retail Main Street that stretches east to west on University Avenue lined with some of the best retailers in town. Retail Main Street was intentionally designed to be mixed-use with retail at grade and residential or office spaces on the floors above to create a deliberate hub of activity where people spill in and out of the buildings, connect and meet their neighbours, and commute to and from different parts of the city. The experience is memorable and lasting.
Some community highlights include:
University of Calgary Properties Group (UCPG) is the developer behind University District (U/D), Canada’s Best Growing Community recognized by the Canadian Home Builders’ Association (CHBA) in 2022. U/D is an emerging complete community located in northwest Calgary just 750 metres north of the Bow River. Since construction began in 2015, the community has seen great growth building a network of connections between each attractive amenity and offering.
The vision is clear – creating a complete, vibrant and sustainable urban village that integrates with the University
LIFESTYLE AND ENTERTAINMENT: Cineplex VIP Cinemas, OrangeTheory Fitness, YYC Cycle
FOOD AND SOCIAL: Borough Bar + Grill, Five Guys, OEB Breakfast Co., McDonald’s, Sesame, Village Ice Cream, The Banquet, The Canadian Brewhouse
EVERYDAY CONVENIENCES: Save-On-Foods, Staples, University District Dental, Market Wines, Clever Daycare (24/7), Scotiabank
HOME AND FASHION: Bottoms Up Scrubs
At its completion, Retail Main Street will span across nine blocks providing a plethora of options to choose from.
In addition, office space is available with a current tenant mix that includes an optometrist, ophthalmologist, vein clinic and a Staples coworking space. The Retail Main Street coupled with Central Commons Park have created a connected location for businesses to thrive. Office space is fully leased in Block 23, leaving limited office space available in Central Block which is located only steps away from Central Commons Park.
All residential buildings are located within one block of a park. To date, six out of the 11 parks have been completed, with the most recent one being Central Commons Park – a captivating oasis spanning across 3–acres with year-round features including BBQ and picnic stations and a seasonal ice rink and splash pad drawing both residents and visitors from all corners of the city to visit the community.
designed as a purpose-built stormwater pond and complete with an amphitheater and dedicated urban dog park for both small and large dogs. A variety of options support U/D as a complete community where people can easily explore on foot.
The U/D Night Market will take place in Central Commons Park on the last Wednesday of every month from 5 to 9 pm between May to September. This one-of-a-kind community event has over 25 local vendors to shop from, live music, and entertainment, strengthening the close-knit community.
Northwest Commons Park, the first of three residential parks, is nestled between residential buildings and is certified as a Playcore National Demonstration site, which recognizes evidence-based principles of inclusive playground design. The inclusive playground benefits individuals with mobility aids, sensory disorders and diverse abilities, but also seniors inviting everyone of all ages to play.
The North Pond is the gateway to the northwest corner of the community where function and beauty meet. Just shy of two acres, the north pond area is an elevated green space
The community is a multi-family development offering condominiums and townhomes suitable for all lifestyles from young professionals to seniors looking to age in place. At full build-out, the community will be comprised of close to 7,000 units for-sale and purpose-built rental options. Strong partnerships with builders are a key component to U/D as a complete community. Homes by Avi will be returning as a valued partner for their third condominium residential project called Autumn launching in May.
The highly anticipated Alt Hotel will also be opening this June offering a unique experience for those looking for a temporary stay complete with 155 rooms, meeting spaces, an on-site restaurant, underground parking, and outstanding views of the Rocky Mountains.
Living in U/D is about embracing the best of life with a variety of options for a complete community. Everything is located within walking distance reducing car dependency and encouraging a walkable, vibrant, sustainable, and animated community by foot, cycling or transit. Life works here.
To learn more about this award-winning community, visit myuniversitydistrict.ca or follow @udistrictyyc_ on social media.
Shane Wenzel
By Scott Orban
David Parker
To Balzac and beyond!
By John HardyWave of job opportunities continue to exist within Calgary, say experts
ByJamie
ZacharyFrom turnover to teardown, experts point to consequences of not getting ahead of issues
By Jamie Zachary
Exploring the beauty of Calgary and its majestic surroundings
By Erlynn GococoRebounding despite the speedbumps
By John HardyBow Valley College celebrates the achievements of our Chiu School of Business students who competed and excelled in various events this winter. They demonstrated their competence and professionalism by applying what they learned at the College to real-world scenarios.
“Our students secured second place at the 2023 Alberta Deans of Business Case Competition and fourth place at the 2023 HRC West Case Competition. These outstanding results reflect their teamwork and resilience under pressure. We also commend the instructors for their dedication and guidance in preparing our students for successful careers,” says Alison Anderson, Dean, Business, Technology, and Centre for Entertainment Arts. “Most recently, our students won the CIFP Case Challenge 2023 — a truly outstanding result.”
To discover more about the Chiu School of Business, visit bowvalleycollege.ca/business
“Congratulations to everyone involved!”2023 Alberta Deans of Business Case Competition From left to right: Jeff Kawalilak (instructor), John Tinguban Padlan, Agustina Antelo, Elaine Matillano Paglinawan, Steven Tungwei Woh, Kristy Calles (program chair), Alison Anderson (dean), Carolynne Patricia Scoffield 2023 HRC West Case Competition From left to right: Mary Hazelle Astorga, Maria Zakula, Svetlana Miftahov-Rapoport (instructor), Vitoria Regina Valente Moreira, Jenica Mapa Montemayor CIFP Case Challenge 2023 From left to right: Deanna Wan, Christy Hemmingway (instructor), Christine Ip, Jasmohit Kaur. Not pictured is Samantha Roxas
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Jamie Zachary
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With the provincial election on the horizon, I want to write specifically to other Calgary business owners and their workers with the hope of making some critical points in the 500 words available.
Not only are we losing the Canada we used to know, but we are also at risk of losing Alberta and the spirit of a prosperous and vibrant province that we have built and rebuilt over the years.
While 2022 wasn’t the greatest worldwide in the aftermath of COVID, Alberta remained one of the most successful economies regardless of the many challenges we faced. Some 48,000 migrants moved across the country to add to our population. However, it doesn’t match the thousands forced to leave due to job losses when the anti-fossil fuel campaign kicked in. After the 2015 election and the appearance of the NDP in the province, things changed. We even experienced ‘hired help’ from Ontario to change our lightbulbs and shower heads in our homes under the guise of good environment stewards. It seems we didn’t have the expertise. As usually happens under such governance, investment left the province and upwards of 180,000 jobs were lost along the way.
Interestingly, the NDP recently wrote their own definition of socialism in an effort to claim the UCP as the real socialist party. One only has to read the NDP Socialist Manifesto which clearly matches the policies we experienced during their four years in power. I guess they forgot to check with Webster. It really sounds like them. From any perspective, someone who believes government needs to be involved in people’s lives clearly fits into the left wing of the spectrum,
not the right. Our shut down coal towns that piloted an early version of the ‘Just Transition’ plan could fill us in on how that turned out for them.
After our 2019 ‘take back of the province’ we successfully re-grew our economy regardless of COVID and the NDP’s continued attempts to remake the province with ‘politically correct’ pablum built on propaganda. We allowed them to continue to demean our industries, our companies and our way of life because we were busy once again becoming one of the strongest economic contributors to Canada. All that despite increasing carbon taxes and growing inflation.
NDP and the Liberals teamed up as a ‘Party of One’ and have gladly ‘put up’ with the strong and growing revenue from our ‘nasty energy businesses’ which has been quickly flying out of Canada in a show of importance. However, pipelines remain cancelled with only one begrudgingly being completed after a stall for several years.
However, we need to direct our attention to the greatest concern we are now facing – besides the election of course! The NDP/Liberal Alliance voted to proceed with censorship through the CRTC over our news media, our use of social media and other internet access. That not only affects our personal lives, but it will also affect our businesses. Who are these people? Government-funded mainstream media is going to love this. But, no more ‘turning the other cheek’. New media is on a growth path along with video journalism. Where is Elon Musk when you need him?
Anation as socially responsible, environmentally conscientious and technically innovative as Canada, one that values its workers, Indigenous and nonIndigenous communities, and the prosperity of its families, should play a much stronger role in the global energy market.
That’s what our latest polling research suggests – and it boils down to this: the world wants our product, and Canadians want to make that product more widely available.
The latest results show more than two-thirds of Canadians polled (68 per cent) think Canada should make a greater effort to export our energy, given the high standards associated with our product, the growing interest in secure sources of supply and the fact that demand for liquefied natural gas (LNG) is projected to grow 76 per cent by 2040.
Our fifth in a series of online polls conducted by Research Co, the results were gathered across Canada March 17 to 19 among 1,000 individuals with a margin of error of plus or minus 2.7 percentage points, 19 times out of 20.
Among key findings, more than three in four Canadians (77 per cent) agree Canada can play a key role in enhancing energy security worldwide, and 80 per cent or more agreed with a number of important energy security concepts. For example:
• 81% agreed countries ought to source the food, energy and minerals they need from responsible, democratically aligned jurisdictions.
• 80% also felt we should strike a balance between investing in renewable energy sources like wind and solar, and continuing to develop Canada’s oil and natural gas resources.
• That same number felt Canadians should have access to Canadian oil as we gradually eliminate dependence on imports from countries such as Russia and the Organization of the Petroleum Exporting Countries (OPEC) members.
• And more than four in five Canadians (81%) said they’d rather use energy from Canada for their daily needs than rely on energy imports from other countries.
The poll also shows that while three in five Canadians (59%) are aware of the high global demand for energy, less than two in five (39%) know that Canada is the fourth largest producer of oil worldwide, the sixth largest producer of natural gas worldwide, the ninth largest wind power producer in the world and the third largest hydroelectric producer.
There’s a real need for increased education on Canada’s important place in the energy world, including our strong record on emissions reductions and other environmental innovations, and our contributions to energy security, Indigenous Reconciliation, and local and regional prosperity.
Canadians want to play a role in energy security – both for Canada and for other countries in the global market. The sooner we meet that challenge, the better off the country –and the planet – will be.
ARIANNA ANDREAS, a new independent luxury fashion brand founded by visionary creative entrepreneur, Paige Andreas, has officially launched in the heart of Calgary. The brand’s unique vision is inspired by the transformative power of fashion, and aims to empower women to pursue their dreams through their one-of-a-kind luxury statement pieces and elevated everyday essentials.
Paige Andreas, the CEO and creative director of the brand, grew up in an environment that fostered her creative talent. She explored various art forms, from painting and drawing, to the intricate art of makeup. Her passion for creativity and artistry led her to create a brand that exudes luxury.
ARIANNA ANDREAS takes an artistic and thoughtful approach to fashion. Every piece is crafted with the utmost care and precision, using only the highest quality materials such as silk, leather, cashmere, linen and wool. The result is a collection of luxury statement pieces that are unrivaled in quality and style.
At ARIANNA ANDREAS, fashion is not just clothing, but a symbol of inner strength and ambition. Their commitment to empowering women to pursue their passions is reflected in everything they do, from the materials they choose to the messages they promote. The brand’s focus on luxury and quality is a testament to their dedication to excellence, and their aim to inspire their customers to follow their dreams and achieve their goals.
ARIANNA ANDREAS offers two distinct lines. The One of Kind Luxury Statement Pieces features items crafted with the utmost care and precision to ensure a unique and luxurious experience for their customers. From high-quality materials to intricate design features, every element of their statement pieces is carefully considered to ensure they are as unique as they are stunning.
The Elevated Everyday Essentials line offers timeless pieces that can be mixed and matched to create a variety of different outfits for any occasion. It’s designed for fashion-
conscious women who understand the importance of looking good and feeling good.
ARIANNA ANDREAS is more than just a fashion brand. They believe that fashion can be a force for good, and they are proud to be a brand that inspires and uplifts their customers. Their purpose is to create Fashion That Inspires™. For more information on ARIANNA ANDREAS and their exquisite independent luxury fashion brand, visit their website at www.ariannaandreas.com.
ATCOenergy has successfully re-imagined what excellent customer call service can look like, by bringing happiness to customers
ATCOenergy is pleased to announce it has won the internationally awarded Call Centre World Class FCR Certification by SQM for 2022, for their exceptional First Call Resolution (FCR) performance. To obtain this accomplishment, ATCOenergy had to achieve 80 per cent or higher of all customer contacts to be resolved on the first call, for a minimum of three consecutive months. More than 800 customers were surveyed as part of the process.
ATCOenergy credits its creativity, training and strong sense of community for achieving success. “Our team is focused on creating a customer-centric culture, whether that is through our extensive in-house training program, or providing our advisors with tools to empower them to resolve issues easily for customers,” said Peter Kelava, senior director, Customer Happiness & Operations.
“Building a positive relationship with our customers is vital to our business, and we have a terrific team in place who value service excellence and are focused on understanding the experience through our customers’ eyes,” he adds. “Our team is focused on customer happiness and successful call resolution. For example, we aren’t trying to measure the length of the call. What’s more important is resolving the customer’s specific inquiry to their satisfaction.”
ATCOenergy also prides itself on its extensive onboarding and in-house customer service training program, which involves six weeks of in-person classroom training, including call listening and shadowing. Training also focuses on in-depth knowledge around the energy market in Alberta, so advisors can help customers navigate the ever-changing energy landscape. There is also a significant emphasis on soft-skills training, bringing humanity to everyday
interactions though caring, empathy and problem solving.
In addition to extensive training, ATCOenergy’s senior leadership team is actively involved in sharing the importance of a customer-focused culture. Customer service representatives are located locally in Calgary and enjoy a work environment that focuses on building and celebrating a rewarding and inclusive culture, so team members can bring their best selves to work every day. Culture and people practices are built on three tenants which focus on Leading, Learning and Loving.
In addition, ATCOenergy Customer Care Happiness Advisors enjoy a dynamic and vibrant workplace. Ongoing engagement activities include paid volunteer days, pride events, a “bring your pet to work” day, clothing and food drives for the community, peer-to-peer recognition programs, a hybrid work environment, employee lounges, subsidized fitness facilities and quiet rooms for breaks.
More than 66 per cent of ATCOenergy’s active advisors received the award. The team of advisors also supports ATCOenergy’s sister-brand Rümi, a new home solutions provider that helps homeowners with repairs and maintenance such as duct cleaning, furnace tune ups, carpet cleaning, solar installation and much more.
In 2016, ATCOenergy recognized the need for a different kind of energy company in Alberta’s deregulated energy market, giving customers the freedom to choose a plan that
The transportation and logistics industry are vital and dynamic components of Calgary business and Calgary’s overall economic strategy, and contribute billions of dollars to the city’s GDP. Now, industry insiders and commercial real estate professionals credit transportation and logistics for Calgary’s post-pandemic, industrial real estate boom.
Some are lighthearted, even Calgary – paraphrasing Buzz Lightyear’s trademark rallying cry: “To Balzac and beyond!” Primarily because, for various reasons, Balzac is proving to a very hot industrial real estate market for transportation and logistics.
Enthusiastic and aggressive are good ways to describe Calgary’s Real Estate & Development Services push of industrial real estate. Calgary officially boasts, “Buying real estate in Calgary gives businesses the regional connectivity, access, safety and service efficiency they need to succeed. With highly integrated transportation and logistics infrastructure, Calgary is a major transportation hub,
well-suited to access warehouses and distribute goods. We’re also Western Canada’s biggest inland port and a designated Foreign Trade Zone.”
The city pitch touts the bait of specifics like, “rail, transport and highway access, a reliable and available workforce, police, street lighting and other security measures, opportunity to neighbour with trusted, complementary businesses including transportation and logistics and cleanly prepared and highly service lots.”
According to Calgary-based Adam Grisack, director of Valuation and Advisory Services with Colliers Canada, Calgary is definitely experiencing an industrial real estate boom. With tremendous growth in the global transportation logistics sectors and the rebound from three years of pandemic disruptions and complications, Calgary’s boom is not only exciting but inevitable.
“The pandemic has fuelled a rapid rise in e-commerce activity and demand for warehouse
ACCORDING TO GRISACK, CALGARY IS DEFINITELY EXPERIENCING AN INDUSTRIAL REAL ESTATE BOOM.
“WHILE KEY ASPECTS TO TRUCKING MAY SHIFT IN OUR FUTURE, I AM CONFIDENT IT WILL NOT BE REPLACED AS THE MOST RELIABLE MODE OF BULK TRANSPORTATION IN OUR COUNTRY. OUR EXTREME CLIMATES AND WIDESPREAD TERRAIN MAKE IT CHALLENGING FOR OTHER MODES OF DELIVERY TO RIVAL TRUCKING,” SAYS FAURE.
space, causing vacancy rates to tumble across the country, and creating much opportunity in the Calgary area,” he points out.
“Another reason for the increased demand for industrial space are global supply chain constraints, leading retailers to adopt a ‘just in case’ inventory strategy and seek out even more space to house additional products. So, transportation and logistics are booming.”
Grisack cites specific hot Calgary industrial real estate markets like Balzac, Dufferin and Point Trotter, to explain the draw and viability for transportation and logistics companies. “Truck drivers can drive for a maximum of 13 hours per day which allows the goods they transport to be distributed across a major area from Vancouver in the west and Winnipeg to the east. Likewise, major markets in the United States can also be accessed via Alberta’s southern border with Montana. This positive transportation trend has been ongoing for a number of years but rapidly began to accelerate about three years ago.”
The plugged-in and industry respected Matt Faure, president and CEO at Trimac Transportation is also upbeat about Calgary’s boom. “The concept of Calgary becoming a logistics hub excites me, to say the least. We are seeing the variety of product deliveries expand over the past few years. While the energy sector continues to thrive, it isn’t the only driver for our revenues in the province any longer. We are also seeing the tech sector boom create a ripple effect across many areas.
“For us,” he adds, “the uptick in construction is where we see the impact, as we haul many products that are used in the building and manufacturing industries in and around the city,” he says with enthusiasm.
Transportation is a key lynchpin in the logistics sector, and Matt Faure underscores the vital role of trucking. “It is and will remain an integral part of the equation to life in Calgary and Canada as a whole. Trucking is the backbone of our economy, responsible for moving 72 per cent of all goods we consume.
“While key aspects to trucking may shift in our future, I am confident it will not be replaced as the most reliable mode of bulk transportation in our country. Our extreme climates and widespread terrain make it challenging for other modes of delivery to rival trucking.”
With much experience and expertise, Faure explains that the logistics sector has evolved into a complex and sophisticated business
science. “Logistics is more and more a ‘business science’. One thing we can’t deny is that customers demand and deserve full visibility of the service they are paying for. Gone are the days you can call a cab and wait and wonder when it will arrive to pick you up.
“It’s nearly common baseline expectation for a customer to know what the car will look like, the name of the driver, the colour of the vehicle, in addition to arrival time. We apply that to our business,” he notes, “by providing our customers real-time tracking and information on their deliveries. It’s become a logistics expectation, and we get it.”
Just as a compass’ needle always points north, for various reasons, the stats and the analysis of Calgary’s transportation and logistics good news also seems to point north, to Balzac, the bustling logistics area of Rocky View County. “One of the main advantages Rocky View County is our strategic location,” explains Crystal Kissel, the proud mayor of Rocky View County.
“We are an ‘inland port,’ with excellent access to major highways, rail lines and the Calgary International Airport. This has made us an attractive destination for businesses that require efficient transportation and logistics. Also, Rocky View County offers competitive tax rates and an abundance of reasonably priced land for large developments. Our high-quality water and wastewater utilities have also been a major draw for businesses.”
She underscores some impressive stats which track Balzac’s logistics hub transformation that likely started with the opening of the Walmart Food Distribution Centre in 2010 – a 400,000 square foot facility that was designed to be 60 per cent more efficient than other refrigerated warehouses in Walmart’s real estate portfolio.
“Since then, Balzac has become the largest greenfield development in Alberta’s history, and we’re proud to say that our region is now a major player in the logistics and warehousing industry. Balzac has become home to many institutional investors and developers, like Highfield and Ivanhoe Cambridge, who have constructed massive warehouses, 500,000 square feet (seven football fields) or larger!”
Currently, Balzac’s large-bay users are the highest demand tenants and that large format warehousing serving the Western Canadian market is the most dynamic force driving investment.
“The Balzac business community is particularly wellpositioned for success,” Crystal Kissel says. “Located next to Highway 2 and the Calgary Ring Road, Balzac has access to a skilled and diverse workforce of 1.5 million people in the Calgary metropolitan area. In just a few short years, Balzac has grown from undeveloped pasture to a thriving business community with an estimated 90,000 jobs created in the area.”
Other factors are also boosting Calgary’s appeal in the transportation and logistics business world. “There are significantly lower rents per square foot, especially compared with Vancouver and Toronto,” Grisack says, “and it impacts the availability and values of Calgary industrial warehousing space.
“Vacancy rates are extremely low, which is putting upwards pressure on lease rates. Low supply of owner-user product and new condominiums has led to increased pricing. Values have increased but growth has been tempered by rising bond yields and correspondingly, interest rates.”
Calgary’s industrial real estate present and future are not only exciting and good, but, as Adam Grisack and other experts caution, maybe a bit too good. “Although Calgary has more than five million square feet under development, and it will help to ease demand in late 2023 and in 2024, Calgary’s industrial vacancy rates are projected to remain low over the next couple of years.”
ROCKY VIEW COUNTY IS OUR STRATEGIC LOCATION,” EXPLAINS KISSEL.
On February 29, 1996, WestJet Airlines took flight; a Boeing 737-200 departed from the Calgary International Airport (YYC) destined for Vancouver. A giant leap for the nascent company (on a leap year no less), it was the birth of a new era in the Canadian aviation industry, one which would see Calgary assume a leading role.
In the 27 years since, WestJet has grown up: from three aircraft to more than 180, from five destinations in Western Canada to more than 110 destinations worldwide, and from 220 employees (termed ‘WestJetters’) to roughly 12,000 today. It has taken strategic gambles that paid off – for example, the launch of WestJet Vacations in 2006 – and has survived unfathomable challenge in the COVID-19 pandemic.
One year into CEO Alexis von Hoensbroech’s tenure, as airline travel normalizes, the Calgary company has refocused its strategy to return to its roots as the friendly, reliable and affordable airline it started out as.
“The last year was quite the rodeo,” von Hoensbroech reflects from the WestJet campus located adjacent to YYC. “I joined WestJet the same day that the majority of the COVID health measures were dropped by the federal government. The entire airline industry, specifically in Canada, was pretty down. Since then, we have been rebuilding the airline.”
For perspective, during the worst of the pandemic (a period of about 18 months), WestJet’s business plummeted by 90 per cent, causing the company to drop from 14,000 employees to 4,000.
“It was truly dramatic,” von Hoensbroech says. “Having said that, we are very proud that we are one of the very few airlines of this scale that managed to weather the pandemic without taking on any sector-specific money. That speaks to the strength of WestJet’s underlying business model pre-pandemic.”
Coming out of the pandemic has been good. He notes last year’s growth was equivalent to what would typically occur in a decade. “And this happened over just a couple of months,” he marvels. “It was quite a challenge from an operational point of view. Overall, I’m pretty happy that we have rebuilt the airline to something pretty close [roughly 90 per cent] to what it was pre-pandemic. That gives us a lot of confidence for the future.”
A native of Cologne, Germany, von Hoensbroech completed a PhD in astrophysics at the Max Planck Institute for Radio Astronomy in 1999. He worked for six years at The Boston Consulting Group, focused on airline clients. He joined Lufthansa Group in 2005 where he spent 16 years in various roles. “My last role was as CEO and CFO of Austrian
Airlines,” he says. “I actually went into the pandemic with them, and then with WestJet, went out of it.”
He took the opportunity at WestJet because he was fascinated with its story. “I expected it would be very successful and entrepreneurial focused,” he says. “My wife and I thought that moving to Canada would be an interesting adventure for our family and a great opportunity for our kids [the couple has five children between the ages of 6 and 16] to live in an English-speaking country.”
Their decision has been a good one. “Calgary is a great place – to do business and to live,” he praises. “It’s a great business environment. The way this province cares about business and the success of its businesses is remarkable. That’s part of the success story of this province. It’s a province of business enablers and that ultimately drives wealth and the quality
of living in Calgary. It also drives the opportunities to contribute back to society and work on sustainability.”
He notes Calgary has been repeatedly selected as the most livable city outside of Europe: “That’s a great compliment to our great standard of living and a testament to the strong business environment.”
It was the strong business environment and culture of entrepreneurialism – coined the Alberta Advantage by Premier Ralph Klein – that lead to WestJet’s birth in the mid-1990s. At the height of the Alberta Advantage, the province had the lowest corporate and personal tax rates in Canada. However with the election of Rachel Notley’s NDP government in 2015, which significantly increased personal and corporate tax rates and introduced a carbon tax, the Advantage evaporated.
The UCP government elected in 2019 dropped the corporate tax rate to 8 per cent, making it the lowest in Canada, significantly reduced business “red-tape” and repealed the carbon tax.
WestJet’s start was a unique moment in Canadian history. At the time, the market was dominated by two airlines (Air Canada and Canadian Airlines), the latter of which was ailing and was later purchased by the former. “It was a market environment that opened a window of opportunity for the founders of WestJet,” von Hoensbroech reflects. He has met all four of the original founders: Clive Beddoe, Donald Bell, Mark Hill and Tim Morgan.
“The business model was a very efficient schedule, low production costs and therefore the ability to offer affordable fares,” he explains. “The startup had excitement around it which was built into the culture. And this was all fueled by the famous Albertan and Calgarian entrepreneurship, which made for a really successful airline.”
For its first 17 years, WestJet operated on a pure local (Western Canada) business model. Over time, new iterations occurred: the regional WestJet Encore was launched, the company expanded into wide body (twin aisle) aircraft, business class and rewards programs were added, and destinations were added across Canada, North and Central America, and in Europe and Asia.
“Some of these moves were really successful and some less so,” von Hoensbroech opines. “But that’s ok because that’s how entrepreneurship works.”
“Having gone through the pandemic,” he continues, “we’ve lost a little of our risk appetite. We looked at what’s been successful, what’s been less so, and decided to do a 120-degree turn to get WestJet back to where it started. Going forward, we will grow our business at the core of what the original success story of WestJet was, which is flying 737, mid-range airplanes all throughout North America in a very efficient, low cost and affordable way.”
WestJet will maintain its regional and wide body flying but has decided to centralize both into Western Canada and will not invest any further into these two segments, at this time: “Their relative share in our business will shrink for a while, but our 737 business will grow significantly.”
The new strategy is centred around three themes. First, the west. “We are WestJet,” von Hoensbroech reiterates. “So, we will double-down on our growth and business in Western Canada because there are still lots of underserved or untapped markets that we can serve in the best way possible.”
The second theme is leisure. To this end, WestJet announced in March its agreement to purchase Sunwing Airlines, a deal von Hoensbroech says will strengthen WestJet’s leisure offering. “We are Canada’s favourite leisure airline,” he says proudly. “Both in Western and Eastern Canada. We will maintain and grow our leisure presence.”
The third theme is low cost, something WestJet was originally known for. “We want to be more affordable than our competitors,” he says. “So, our low-cost culture is very important.”
With roughly 2,000 fewer WestJetters than it had before the pandemic, von Hoensbroech acknowledges the very difficult time all employees experienced over the last few years.
“Overall, we are three years in the pandemic,” he points out. “And this has taken its toll on the team for sure. It’s a fantastic team, a very dedicated team. And they’re all still energized and want to deliver the best possible service.”
He notes many team members never returned after the pandemic, and as a result, there are many new employees today. “We’re building the culture and it’s a big priority for us,” he says. A commitment to sustainability is also very important to WestJet and von Hoensbroech notes that, coming from Europe, he is well versed in the issues.
WestJet’s approach to sustainability is threefold. “First, is technology,” he explains. “We have one of the youngest fleets in North America with a large share of the latest technology. We are a very fuel-efficient airline. Second, our procedures. We work to have the right procedures on the ground and in the air to reduce emissions as much as we can. Third, and in the end the most important piece, is the transition to sustainable aviation fuel (SAF).”
SAF, which can be produced from a variety of resources including forestry and agricultural waste, used cooking oil, carbon captured from the air and hydrogen, is not currently being produced in Canada, which von Hoensbroech says is a pity. “Canada has a strong oil and gas industry and should be at the forefront of producing SAF. Both the government and many companies are looking at building up the facilities for it, so eventually we’ll get there.”
A proud Western Canadian company, WestJet gives back to the people who live here. “It’s an important part of what we do, and equally important for our team because it’s a meaningful way they can engage in their communities.” The company supports a number of charities through its WestJet Cares for Kids program, Airport Community Giving program, Gift of Flight program, WestJet Live Differently Builds program, Miracle Miles program and as the official airline partner of the Canadian Cancer Society and the CIBC Run for the Cure.
Going forward, von Hoensbroech says WestJet is committed to growing its business in Canada: “In September, we placed a large order with Boeing. We currently have potential to add up to 85 aircraft over the next five years. This will allow us to grow our network throughout Canada, with a particular focus on our Western Canada footprint.”
This summer, he continues, the company expects growth in Calgary to be about 30 per cent more than last summer (and 20 per cent more than 2019). “And we’ll see similar growth in Edmonton, Vancouver, Winnipeg, Kelowna, Regina and so on,” he offers. “This will strengthen the business environment, most particularly for Calgary, as there’s a strong relation between the air connectivity of a city, the GDP per capita and business attractiveness. Strong air connectivity has a very strong impact on business.”
In addition, WestJet has concentrated its wide body fleet in Calgary. “So, in addition to North American connectivity, we have a lot of overseas connections from Calgary too. This summer we’ll be flying to London, Edinburgh, Dublin, Paris, Barcelona, Rome and Tokyo. That’s a pretty strong offering for a city the size of Calgary. And we supplement this with a very strong network throughout Canada, through the U.S. and down to the Caribbean. We have really strong customer positioning, particularly in Calgary.”
In its 27-year history, WestJet and the city it calls home have both changed. Each have grown larger, more mature, more diverse. Yet the things that connect and define both WestJet and Calgary – a strong culture of business and entrepreneurship, giving back, caring for others and the environment – remain at the core of both. It’s these qualities that have underpinned the success of each to date, and will be integral to their futures.
WAVE OF JOB OPPORTUNITIES CONTINUE TO EXIST WITHIN CALGARY, SAY EXPERTS
BY JAMIE ZACHARYDrive, accountability and trust. These are the three things that Al-Karim Khimji looks for in a new hire.
For some, that might feel unconventional. Yet for the co-founder of Calgary-based tech startup Propra, it lays for the foundation for everything that comes next.
“These are values that we wanted to build Propra around,” says Khimji, whose company, which he co-launched with Craig Adam of Skip the Dishes fame in early 2021, offers a property management SaaS for managing residents and financials.
BY RENNAY CRAATS
Alberta is a province of entrepreneurs and mavericks, and over the past several years they have cast their imaginations toward Calgary’s burgeoning tech industry to redefine what the city is all about. Fintech is emerging as a hot growth area in Calgary’s tech sector. Calgary-based fintech Digital Commerce Group of Companies (including Digital Commerce Bank) and Platform Calgary know that entrepreneurs need a little spark to ignite their big ideas. That spark came in the form of the Digital Commerce Calgary Fintech Award in 2022 as a way to showcase and support what innovative tech companies are developing as they enhance and optimize how consumers and companies interact with financial services.
“Having built and sold a successful international fintech business here in Calgary, my co-founder and I realized the tremendous benefits we enjoyed while building it. These same opportunities could benefit an emerging generation of entrepreneurs – and we felt the best way to do that would be to highlight Calgary and focus on shining a light on these new fintech businesses,” says Jeff Smith, co-founder and CEO of Digital Commerce Bank and sponsor of the Digital Commerce Calgary Fintech Award.
In the inaugural year, the program received applications from 45 fintech startup companies of which 24 were selected to take part in sessions and workshops from world-class industry advisors and mentors. The field was then narrowed to 11 finalists. These top startups attended workshops on topics from pitch coaching to regulations in fintech and business development before pitching to the panel of judges in hopes of being one of the two winners awarded cash prizes to help grow their businesses. Alice Reimer, CEO of Fillip Fleet won the $250,000 prize and Jonah Chininga, founder of Woveo (formerly called Miq) won the second-place prize of $60,000.
While Reimer was a tech entrepreneur prior to launching Fillip in January 2022, this is her first foray into the fintech space. Fillip, a digital wallet app, is the first digital payment
platform built for businesses with fleets of vehicles, and it allows drivers to pay for gas and maintenance anywhere Visa is accepted using the app on their phones. Fillip allows fleet managers to track and control spending and receive real-time transaction notifications, and it is made easy by integrating with other business and fleet software.
Winning the Digital Commerce Calgary Fintech Award validated the hard work that had gone into launching the business and shone a light on these trailblazers transforming an industry. The cash prize opened Fillip up to more growth possibilities faster to push it to the next level.
Alice Reimer, CEO of Fillip Fleet and Jeff Smith, co-founder and CEO of Digital Commerce Bank
Jonah Chininga, founder of Woveo (formerly called Miq)
“It created an opportunity for us to accelerate some of our growth, both in the work we were doing with marketing and adding some incremental headcount particularly around our sales and marketing team,” says Reimer. “Visa learned of our award and is a great partner of ours. They shared it amongst their networks and just that recognition and credibility of the work we’re doing as an emerging fintech startup was great.”
Chininga’s experiences as an international student in PEI got him thinking about the issues surrounding financial inclusion and he began to ponder how he could turn rotational savings, which has long been common practice in developing countries, into a digital process that could accommodate today’s complex population. The result is Woveo, a financial platform that produces community wallets that allow a group of people to pool and save funds while they access and build credit. Participating in the Digital Commerce Calgary Fintech Award program brought more than prize money; it provided incredible information, momentum and connections that will help him ultimately build a national footprint and grow the company as it prepares to go live in May.
“There’s great opportunity to be able to solve some of the most pressing problems within the fintech ecosystem. In Canada, there is a lot of immigration so adjusting our services to be able to cater to new Canadians coming into the system and into a high-inflation environment where the cost of living is really high, financial services are going to be key,” he says.
Chininga relocated to Calgary to be part of the incredible opportunities and support that is building throughout the
city’s fintech community. Calgary was named one of the top 30 fintech hubs in North America in 2021, and the vibrant fintech ecosystem is attracting more talent and investment into the area. Platform Calgary is doing all it can to support emerging fintech companies like Woveo and Fillip. Its collaboration with Digital Commerce Group of Companies on the Digital Commerce Calgary Fintech Award is one of the ways the organization is supporting the growing tech sector in Calgary. Sponsorship opportunities are available for companies looking to be part of transforming Calgary into a global hub for innovation in fintech.
“If [fintech companies] start here and they scale here, they’ll succeed here and then they’ll stay here. And that, at the end of the day, is what we need to do across our tech and innovation sector as a whole,” says Reimer.
With global recognition and homegrown talent like Reimer and Chininga, the future of fintech is in Calgary.
Fintech startups looking to grow in Calgary can now apply to be part of the Digital Commerce Calgary Fintech Award and compete to win one of three cash prizes totaling $300K. Applications close June 5, 2023.
“We often think of tech companies needing deep technology backgrounds. We think that we need people to be able to program something amazing. But what we really need are different skill sets to sit around the table.
“So, what we do at Propra is bring together those different perspectives to engage with different problems. As a result, we’ve been open to folks coming with different experiences –and we’ve seen incredible success in doing so.”
It’s a sentiment that’s shared by many in Calgary’s tech community, which continues to cut its teeth within an increasingly competitive skilled labour market.
Kylie Woods, founder and executive director of Chic Geek, says she’s similarly seeing an on-the-ground perspective to companies hiring based on values over hard skills.
“EVEN THINGS LIKE NUMBER OF YEARS EXPERIENCE – SOME COMPANIES ARE EVEN REMOVING THAT ALTOGETHER AS THERE ARE SO MANY FOLKS PIVOTING. IT’S NOT ABOUT THE NUMBER OF YEARS EXPERIENCE. IT’S ABOUT WHAT VALUE DO YOU BRING, AND DO YOU BELIEVE IN THE WORK WE’RE DOING?” SAYS WOODS.
“We’re even seeing shifts in the way they write their job applications,” says Woods, whose nearly decade-old company focuses on building gender diversity in technology through career-pathing, events, services and partnerships.
“Even things like number of years experience – some companies are even removing that altogether as there are so many folks pivoting. It’s not about the number of years experience. It’s about what value do you bring, and do you believe in the work we’re doing?”
Many in the local tech space believe this dimensional approach to hiring is what’s putting Calgary on the talent map. In a 2022 report from CBRE titled Scoring Tech Talent, Calgary ranked 28th among the Top 50 North American markets for the second consecutive year.
The report, which ranked markets according to their competitive advantages and appeal to both employers and tech talent employees, noted there are over 40,600 tech workers in Calgary. That included more than 7,400 tech jobs being added from 2017 to 2021.
In addition, the report ranked Calgary placed fourth in terms of tech talent concentration.
Industry experts say it’s an encouraging start in reaching the finish line of tripling Calgary’s tech sector over the next 10 years – a goal set by tech and innovation accelerator Platform Calgary. Vanessa Gagnon, director of community at Platform Calgary, says she’s encouraged by the persistently strong demand for skilled workers from the nearly 1,000 tech-enabled companies currently in the city.
“There are so many companies that are actively hiring because they need people who can help grow the business today,” she says, pointing to IBM’s new Client Innovation Centre and RBC’s Innovation Hub as examples.
“And that’s where Calgary is lucky because we have a lot of skilled individuals, whether they’re coming from other sectors or they’re already part of the tech community. There’s a lot of opportunity here.”
In fact, a 2022 report by the Information and Communications Technology Council of Canada anticipates technology employment will pace the provincial labour market in the coming years.
Titled A Resilient Recovery: Alberta’s Digital-Led PostCOVID Future, the study’s authors report that, “the province’s digital economy remained resilient and thrived” even through the pandemic. Moving forward, they singled out financial technology, health tech, clean technology and agtech as the subsectors that will likely lead employment gains in the province.
For Woods, part of the solution to growing Calgary’s tech talent pool is encouraging those already within it –specifically, women in intermediate-level positions who she says are leaving tech careers at a much faster rate than their male counterparts.
“To add a little more context to that, we saw women’s enrollment in like computer science peak in the 1980s at around 37 per cent. Today, we’re at 19 per cent,” she says. Woods attributes high attrition numbers to women feeling underserved in supports to continue advancing their careers. In many cases, they didn’t see other women in leadership, so they cut ties instead of spinning their tires.
“So, we’ve come up with things like career pathing,” which matches mentors with mentees to provide women with real advice for navigating the tech industry.
Chic Geek also hosts several events throughout the year, including Connect Her, a women-in-tech summit earlier this year that brought together more than 250 women together for an evening of networking and learning. Woods notes more than 500 connections were made at the one-day event, which sold out in less than two weeks.
“We know that talent is the number one kind of successor to tech companies doing well,” says Woods. “And so, what we’re seeing in Calgary is some really great pockets and communities of diverse talent groups. Chic Geek is an example of one of those diverse talent networks.”
BY RENNAY CRAATS
Today’s businesses have the unique challenges of finding customers in an increasingly technological landscape. For the past 10 years, ThinkTech Software has helped clients reach prospective customers online and convert that connection into sales.
The world is only a click away, and ThinkTech has earned a reputation for being an effective and reliable partner that helps clients attract those clicks to grow their businesses. And if there is one thing this technology-driven marketing services company knows, it’s growth. ThinkTech has enjoyed exponential growth itself since it started in 2012 and it has helped more than 500 clients in a variety of industries across the world and across the street grow along with them.
“Over just the last year, we’ve grown substantially. We went from being almost entirely remote working to having an office in a co-working space for about nine months and then in February of this year, we moved into a space downtown in the Edison,” says Russ Altman, director of Business Development for ThinkTech.
ThinkTech now has a team of around 30 professionals dedicated to meeting its clients’ digital marketing needs from locations in Calgary as well as India, where founder Avnissh Gupta is from and continues to focus much of his philanthropic attention. Management is carefully growing the team as it strives to recruit smart, forward-thinking tech-minded people to join the digital transformation services team. Transformation is key and encompasses the culture of the company; ThinkTech employees are called transformers and upon being hired are gifted a transformer toy figure for their desk to keep the concept top of mind.
These staffers continually learn new strategies, improve their skillsets and evolve with the changing market to ensure they are providing the best solutions for clients. And whether ThinkTech is creating a digital program for the client’s internal marketing team to implement and manage or assigning one of its experts to handle that program’s execution, the firm becomes an important part of its client’s team.
Building these strong relationships with clients allows ThinkTech to provide custom solutions tailored to clients’ needs and goals. ThinkTech can help clients create buzz and develop their brand on social media platforms, drive traffic to their website using search engine optimization and create effective digital advertising featured on popular platforms like Facebook, LinkedIn, Google and Tik Tok. The company also offers incredible resources through its partnership with Hubspot, a CRM platform that allows clients to compile marketing, sales, content management and customer service information gathered through website forms and chatbots in one place. Not only does centralizing their marketing, sales and other processes into one application save time but it also provides meaningful marketing analytics to ensure clients are making the most of the tools available to them. ThinkTech’s marketing and sales automation strategies are helping clients streamline their business processes, enable and leverage data collection and save money.
“We started out doing a lot of digital marketing, web development and SEO digital advertising and then we moved into more mainstream marketing and more digital adoption when we became Canada Digital Adoption Plan (CDAP) advisors last year,” he says.
The company is proud to help clients evolve their business with CDAP, a government initiative that facilitates a digital transformation for privately-owned small and medium-sized enterprises in Canada. Through tools, training and support the CDAP helps businesses become more competitive in today’s tech world. ThinkTech is a certified digital advisor that helps applicants navigate the program by crafting a digital adoption plan for them as well and then helping to execute the plan in a strategic way.
“We essentially do an audit of a business from a technology standpoint and then we put together a list of solutions to help them use technology to tackle problems and challenges that they are dealing with in their business. The government program then reimburses 90 per cent of the cost of our services for creating that plan,” he says.
The priority is to elevate clients’ companies however they can, even if that means recommending a service that ThinkTech doesn’t provide. While some other advisors focus the program only on the services they can execute for clients, ThinkTech has a different strategy.
“We take a more holistic approach. When we’re going through an organization’s digital landscape, we’ll try to figure out anything that they might benefit from or that would solve a problem for them. Then we’ll incorporate that into their digital adoption plan and help find them a partner that can execute that for them,” he says.
Their focus has always been their clients, and with expertise in SEO, B2B industrial marketing, website maintenance and the gamut of digital marketing and automation, ThinkTech is providing a strategic digital road map to drive clients’ revenue growth in today’s high-tech world.
Meanwhile, Gagnon points to additional organizations that are focusing on “rescaling or upscaling” workers to meet current and future demand for skilled workers in tech. She singles out Higher Landing, a Calgary-based career counselling service that helps workers market themselves for career changes.
Gagnon also points to EDGE UP (Energy to Digital Growth Education and Upskilling Project), a multi-stakeholder program launched in 2019 to retrain displaced workers from the oil and gas sector for in-demand jobs in areas such as data analytics, software development, cyber security and more.
“So, there’s a lot of activity and things going on. People are paying attention,” she says.
“It’s just about opening their eyes to the opportunities so they can start their journey into understanding what it
might look like for them to be in tech. Because, again, there is no shortage of opportunities.”
Looking ahead, Khimji expects Propra will continue to experience “sustainable” growth over the coming months, leading to a need for everything from software developers to customer fulfillment. His advice to standing out to a prospective employer?
“The number one for me is to show an interest in the technology,” he says. “For me, its really about that personalized interest – and how it connects with what we’re doing.”
Gagnon adds it’s important to make those important connections.
“It’s about getting your story out. That’s why we have things like Tech Talent Tuesday, which includes a networking component in which you can meet with the person who’s on the other end of that automated resume submission,” she says.
Gagnon also points to Discover Tech, which takes place May 5 at the Platform Innovation Centre. The second annual expo and fair co-hosted by Platform Calgary and Tech West Collective will feature more than 60 startups that are hiring, as well as post-secondaries and different skill-building organizations.
“It’s career fair meets tech expo,” says Gagnon, noting the one-day event will also feature live demonstrations, panels and more.
“Attendees will be able to meet with companies who are either hiring full-time roles, internships, co-ops. Last year, we had more than 1,500 people come through the building, and we heard of folks being hired as a result.”
“THE NUMBER ONE FOR ME IS TO SHOW AN INTEREST IN THE TECHNOLOGY,” SAYS KHIMJI.
“FOR ME, ITS REALLY ABOUT THAT PERSONALIZED INTEREST – AND HOW IT CONNECTS WITH WHAT WE’RE DOING.”ABOVE: KYLIE WOODS, FOUNDER AND EXECUTIVE DIRECTOR OF CHIC GEEK. PHOTO SOURCE: CHIC GEEK
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FROM TURNOVER TO TEARDOWN, EXPERTS POINT TO CONSEQUENCES OF NOT GETTING AHEAD OF ISSUES
BY JAMIE ZACHARY
Workforce disruptions, cyber security threats and the impacts of looming environmental, social and governance reporting standards lead the top risks that Canadian businesses are expected to face in 2023.
Yet experts say that’s just the tip of the iceberg, and it’s up to owners to dig deep into all corners of their businesses to assess and treat threats before they become catastrophic.
“As businesses grow and things evolve and we’re in this age of technology where everything moves so quickly, there are risks out there that business owners haven’t even contemplated,” says Wendy Wildeman, Calgary-based vice-president of commercial lines at Acera Insurance, formerly Rogers Insurance.
“And if you choose to put your head in the sand and not examine the potential calamities that can happen, you’re just setting yourself up for disaster.”
Wildeman, who has her Canadian Risk Management (CRM) designation, points to a number of risks that business in Calgary could face – from business interruption and employee crime to data breaches and breakdown of essential equipment.
“Cyber crime is actually the fastest emerging risk that we’ve seen,” she says. “The havoc that it can wreak on a business owner or an individual is devastating. Yet some still people have no concept of it, and it can impact everybody.”
Andrew Barker, Calgary-based managing partner at Iridium Risk Services, singles out various compliance risks as ones
he’s seeing more of these days with his clients, which are largely mid-market energy slanted companies, as well as from the industrial, technology and cannabis sectors.
“Pollution liability is a big one, and very topical in Alberta. And just clean-up and remediation, in general,” says Barker, whose company’s roots stretch back to 2005. More recently, it became part of the Navacord network, one of the largest commercial brokers in Canada.
“Also, with the AER (Alberta Energy Regulator) being more aggressive, it’s top of mind for a lot of the directors and officers when we sit down to make sure that, if the worst case does happen, are they protected?”
Barker also points to operational risks as another common one his clients are looking to mitigate.
“They might have a key facility that suffers a catastrophic loss, whether it be a fire or an explosion,” he says. “Or there could be the capital breakdown. Anything that just grinds their operations to a halt.”
The cost of not managing some of these risks?
“It could range from loss of revenue to loss of life,” he says. “We’ve had several claims in our office where clients have admitted that had they not had that insurance policy place, then their companies would have gone under.”
Wildeman highlights the importance of recognizing that not all risks are considered equal.
“Even from one building to another, they’re not equal. If you’re operating out of a fire-resistant building versus a frame building, your risk of fire is much lower,” she says.
“Or it could be a transfer of risk – for example, one company has contracted out its snow removal while the other hasn’t. So, it might be exactly the same building sitting side by side. There’s still going to be some sort of difference in there.”
Barker adds that not all companies look at risk the same way, either.
“Companies that are in the same industry can have very different views on risk,” he says. “We have clients that are extremely risk averse and want to buy as much insurance as they can. Others are very tolerant to risk. They really want to
“CYBER CRIME IS ACTUALLY THE FASTEST EMERGING RISK THAT WE’VE SEEN,” SAYS WILDEMAN. “THE HAVOC THAT IT CAN WREAK ON A BUSINESS OWNER OR AN INDIVIDUAL IS DEVASTATING. YET SOME STILL PEOPLE HAVE NO CONCEPT OF IT, AND IT CAN IMPACT EVERYBODY.”
Oculus Private Wealth provides a variety of services (financial, tax, estate and retirement planning, and insurance analysis) for individuals and families. It also provides portfolio management services through its partnership with Harness Investment Management (Harness) and group plan management for corporations through its Oculus Group Services division.
Grant Stefanowski, CFP, and Clayton Goodwin, CIM, portfolio manager with Harness and financial advisor consultant with Oculus Private Wealth, have one goal in mind: financial freedom and ease of mind for their clients through identifying and managing risks.
“The building and preservation of wealth always starts with risk,” explains Stefanowski. “Our role is to worry on behalf of our clients. We worry less when we have downside protection in place and we can build wealth appropriately for our clients over time.”
Stefanowski has always loved seeing money as a puzzle with a solution.
“You’re not an insurance advisor until you’ve done a claim, and you’re not really an investment advisor until you’ve gone through a significant bear market. For me, that came during the tech wreck of 2001 when I was four years into my practice. My clients’ portfolios and my personal investments were down. From then on, I decided that I would focus on building resilient portfolios that would protect my clients’ money; the money they couldn’t afford to lose because they were relying on it for the future.”
Goodwin enjoys seeing how the interaction between world events and money can be used to anticipate and defray risks.
“I’ve always been interested in world news and how macro changes to the global economy affect us.
Being able to utilize my natural curiosity to help people navigate their own financial path turned out to be a perfect fit,” smiles Goodwin. “Whether it’s a portion of a client’s portfolio or their life savings, my objective is to provide them with asset protection and consistent growth over time that is individually tailored to help meet their long-term goals.”
Stefanowski and Goodwin’s passion to protect their client through long-term, risk-reducing strategies is not the only way Oculus stands out.
“Oculus puts clients first. We act as a fiduciary, disclosing any and all potential conflicts of interest. We know our clients and products well and we personalize our services to each individual’s unique needs,” says Stefanowski.
Goodwin adds, “As a registered portfolio manager, I’m held to a professional standard on behalf of our clients. I believe baseline is not acceptable and I aim to exceed our client’s expectations. My passion for investing and risk management means our commitment is to long-term investments; no fads or hot picks here.
“Knowing that Canada represents only three per cent of global markets, our clients benefit from globally diversified portfolios supported by a broad toolset for risk mitigation. Multi-asset strategies, including currencies and commodities, provide an additional layer of protection while active management allows for participation when markets are trending up and protection when they’re heading down. Furthermore, we utilize ETFs in our portfolios to remain liquid so the makeup of the portfolio can be easily and quickly adapted to challenging market times.”
Both men know that investing can be tricky at the best of times. In today’s rapidly changing world, experienced guidance is more important than ever before.
“Capital markets can be very unpredictable in the shortterm, but they are very predictable in the long-term,” says Stefanowski. “Long-term charts typically show a line that begins low on the left and finishes higher on the right. My job is to help clients stay focused and on track to achieve their financial goals. If you’ve got a process that works, you must trust it and try to ignore the fads. As someone once said, ‘fear is a poor advisor.’”
“It’s important for investors to block out the noise and remember every investor’s goals and appetite for risk are different,” Goodwin adds. “What works for someone else
might not work for you. The talking heads on the news get paid to yell at the screen but what they’re yelling about might not actually align with your long-term objectives.”
He continues, “Often, we act as ‘financial therapists’ for our clients, guiding and empowering them through important decisions. We help them maintain perspective and stay on track.”
Both agree, “We are not too concerned if the market is up or down this quarter or next. We are focused on if the train is still on the track and seeing if it is delayed or derailed and whether or not it’s going to pull into the station on time. That’s the most important thing.”
Stefanowski and Goodwin are grateful to their mentors, clients and industry partners that have empowered them to shape Oculus into the proactive firm it is today. They continue to surround themselves with learning opportunities and people with complementary skill sets so they can do what they love – help clients obtain financial freedom through long-range planning and proper risk management.
They conclude, “More and more people want to deal with specialists. We will continue to build up the practice in ways that minimize risk. Our clients want to feel that they’re being looked after and that their money is safe. Nobody likes worrying about their money and we never forget that they’re paying us to worry for them.”
just focus on those company killer type of scenarios. They’re comfortable with having skin in the game on those lower severity type of events.
“So, depending on where they fall in that spectrum, that guides our conversation of how much time we spend talking about auto liability and slips trips … versus those catastrophic fires.”
Barker’s advice for business owners looking to mitigate their risk is to be less transactional and more proactive.
“It’s easy to just fall into that trap of just having your broker go out and get you the same insurance product year after year. But you need to keep that discussion alive,” he says.
“It has to be an annual. You just need to talk these things out and reaffirm the assumptions you’ve made. Perhaps your company has grown, and you are able to take on more risk? Or contracted and you’re limited to assuming less risk?”
Adds Wildeman: “Failing to plan is planning to fail. So, if you’re going to set up a business, don’t just focus on getting that location, or getting their manufacturing line running or getting out there with some advertising. Think about what could go wrong.
“It doesn’t matter how big or small you are. You definitely need to manage your risks.”
Also, it’s important to recognize that you can’t buy insurance for every risk. Managing reputational risks, for example, traces back to having the right internal mechanisms in place to handle issues before they hit the headlines.
“When you’re talking about reputational risks, you’re talking about something that’s going to impact your brand –something that is going to show up somewhere in a negative way,” says Melanie Nicholson, principal at MLC & Co., a Calgary-based boutique public relations and communications firm that works with companies in sectors such as non-
profits, construction, attractions, Indigenous products and mental health.
Nicholson notes most reputational risks trace back to something small that escalated before a company got it under control – typically, bad customer service.
“Things happen all the time. Yet when they are handled well and handled quickly, you may never hear anything about them,” he says. “At the end of the day, things happen. So, it’s not necessarily about being so terrified of risk that you don’t do anything for your brand. It’s about ensuring that you have good customer service processes in place so that your team has what they need to deal with it.”
For example, Nicholson points to the importance of things such as crisis communications strategies, key message approval structures and social media processes.
“One of the biggest stumbling blocks companies run into is their turnaround time,” she says. “They are unable to respond to something quickly because of their approval structures. So, establish some pre-approved general statements.”
As for what can happen if you don’t properly manage your reputational risks, Nicholson points to Valbella Gourmet Foods as an example of how bad it can get.
Last July, the Canmore food company found itself embroiled in controversy after the company’s president, who is also the owner’s son, penned a transphobic reply to Canmore Pride following a request for donations. In the days after the message was shared with news outlets, numerous companies cut ties with Valbella, including the Banff Centre, Sunterra, Blush Lane Organic Foods and more.
“The impacts were huge,” says Nicholson. “They lost partners, they lost stakeholders, they lost community respect, and they are back to square one.”
NICHOLSON NOTES MOST REPUTATIONAL RISKS TRACE BACK TO SOMETHING SMALL THAT ESCALATED BEFORE A COMPANY GOT IT UNDER CONTROL – TYPICALLY, BAD CUSTOMER SERVICE.
The pandemic has changed the way people travel, with many planning staycations instead of international travel. While air travel has resumed post-pandemic, a growing number of Calgarians are choosing to stay closer to home. The Alberta Staycation is gaining popularity with a variety of options for those wanting to explore their own backyard and surrounding areas.
The Rimrock Resort Hotel (The Rimrock) in Banff has seen an increase in reservations post-pandemic. General manager Trevor Long says, “We are thankful that our friendly neighbours in Calgary have supported the businesses in Banff and that staycations are an attractive way to enjoy time in your backyard of Banff. Knowing that Calgarians are
choosing to stay home and enjoy Banff National Park has benefited our businesses. The Rimrock is a great place to relax with wonderful views and friendly professional service or the exuberance of being an explorer in close proximity to the best attractions in the mountains.”
He adds, “Choosing a staycation is really an amazing opportunity for local Albertans. To have the majestic Rocky Mountains within a couple of hours’ drive is one of the great benefits of living in Calgary. When your backyard is Banff, it is easy to forgo the travel costs of a plane and the long travel times.”
To entice visitors to the area, The Rimrock offers a range of promotions, including 25 per cent off for Albertans
and discounts for longer stays. With a quiet and relaxing ambiance, The Rimrock has a range of features, including Eden, Canada’s longest-awarded five-diamond restaurant, and a skating rink during the winter months. The hotel is also located across the street from Banff’s two biggest attractions, the hot springs and gondola.
For those travelling with children, The Rimrock has a range of activities to keep the entire family entertained. During special occasions, such as Christmas and Easter, there are children’s play centres and scavenger hunts. On Family Day and Thanksgiving weekends, The Birds of Prey visit the hotel, allowing families to have close contact with birds and even get a photo with an eagle on their arm. Hiking trails from The Rimrock can take families to downtown Banff or up Sulphur Mountain.
While The Rimrock offers a luxurious staycation option, RV travel and camping are becoming increasingly popular as well. Calgary-based New Age Travel and Services specializes in camper van rentals and provides “The Authentic Van
Life Experience.” The company has reported an increase in Albertan staycationers, with more people opting for longer road trip vacations.
Founder Joey Couture says, “Renting an RV has many benefits, including self-sufficiency and the ability to explore remote areas with all the necessities at hand. With RV travel, your hotel and vehicle are combined, meaning anywhere you go, you have all that you need. RV travel also allows for less screen time, leading to more quality present moments.”
He believes that RV vacations provide a much-needed break from the hustle and bustle of life. “We find renters come back from their trips calmer than when they left.”
The cost and convenience of RV travel are also attractive to staycationers. “Budgeting is easier in one’s own currency, and with current exchange rates, travelling outside of Canada is much more expensive than it used to be,” explains Couture.
He adds, “Post-pandemic, lots of travelers want to appreciate and connect more with nature. RV travel allows for an
appreciation of what we have in our own backyard, as we explore the natural beauty of our province. We are blessed to have access to the national parks and surrounding areas. Showing our gratitude for the beautiful travel destinations in Alberta is important.”
Approximately 80 per cent of RV renters do the Banff to Jasper loop or vice versa. “These two national parks are well protected areas with a plethora of activities including hiking, canoeing, shopping, restaurants, picnic areas, campfires and waterfalls. Lonely Planet published that the drive between these two destinations on Highway 93 is one of the most ‘epic drives in the world’.”
“Our personal favourite area for views and adventures in the mountains,” says Couture, “is just down Highway 40: Kananaskis and Peter Lougheed Park. You drive down a valley surrounded by trees, mountains and lakes. Taking
your camper van or RV means you can stay overnight at a campground and forgo driving back and forth. There are quite a few other parks like Waterton, Yoho and Glacier.”
For those looking to stay in town and close to home, Calgary has much to offer year-round. From top-rated restaurants to world-renowned exhibits, one does not have to go very far to take a break and enjoy life.
Tourism Calgary senior vice president, Marketing Jeff Hessel says, “The pandemic provided an opportunity for locals to explore more of their own city and they have acquired better-than-ever knowledge about what Calgary has to offer for visitors. This is a great thing, because local champions of our destination are also ultimate hosts – and Calgary takes pride in being an ultimate host city. Travellers are continuing to stay closer to home; however, their desire to visit farther destinations is growing.”
Calgary is a fantastic staycation spot with opportunities for all ages to explore the city. Whether it is a family adventure staycation, focus on sports and games, or a luxurious urban oasis, Calgary is the perfect place to find new adventures without having to board a plane.
Hessel says, “Tourism Calgary fosters local and regional awareness and excitement for our city’s experiences, including through our #LoveYYC program, which runs in the fall. Started in 2016, #LoveYYC is an annual event highlighting what Calgarians love about their city. It encourages people to rediscover everything Calgary has to offer and support local.”
In addition, staycations in Calgary truly span the seasons. “We are a vibrant winter city with the annual Chinook Blast festival, and many outdoor opportunities including skiing and tubing at WinSport. Spring is a great time to check out awardwinning restaurants and the booming craft beverage scene in Calgary. Our city is becoming widely known for its creative fare and rich local flavours. Summer, of course, is famous for Stampede time, and there are also many other much-loved festivals to check out throughout the season. When fall arrives, Calgary celebrates its growing reputation as a music city, where highlights include the Music Mile and Studio Bell –home of the National Music Centre,” says Hessel.
Not only is there a lot to do in Calgary, but the city is also a fantastic home base to explore the surrounding area. There are spectacular daytrips to be had including 12 national parks and historic sites and six UNESCO World Heritage sites near Calgary. After taking in one of these amazing daytrips, staycationers can return to the city, which offers accommodation options to fit any budget and style.
Hessel encourages Calgarians to explore their city and enjoy all that it has to offer. “Many of our industry partners offer staycation and getaway packages, which encourage people to create their own perfect Calgary experience.”
The Alberta Staycation is an attractive option for people looking to stay closer to home without the hassle of air travel. With the added benefits of supporting local businesses and improving mental health, a staycation may just be the perfect vacation for those looking to escape the stress of daily life while building beautiful memories that will last a lifetime.
HESSEL ENCOURAGES CALGARIANS TO EXPLORE THEIR CITY AND ENJOY ALL THAT IT HAS TO OFFER.
The encouraging sign, including massive cranes and hectic activity at sprawling new subdivision construction sites, are everywhere! While some experts are cautious about calling it a Calgary construction boom, there is definitely positive momentum.
The various stages of multi-family high-rise condo and rental apartment tower residential construction, as well as commercial construction like the recently completed Calgary Cancer Centre, the massive Amazon YYC warehouse and other commercial projects, are exciting indicators.
When it comes to residential construction, recent CMHC numbers show a large shift in the type of Calgary housing being built. About 45 per cent of housing starts being in multi-unit housing, many of them purpose-built for rentals. Some specifics are: the cost of construction on apartment buildings has increased 13.3 per cent year-over-year, while single detached has increased 14.3 per cent and townhouses have gone up 15.3 per cent.
Despite broadsides like spiked mortgage rates, jittery consumer confidence, builder and developer construction speedbumps like skilled labour shortages, high material costs, the limited availability of supplies and equipment, as well as two-plus years of pandemic disruptions, Calgary’s residential construction reflects a housing market that is strong, resilient and even rebounding.
The numbers show that the city continues to be hectically busy with large volumes of permit applications and inspections. Last year, more than 18,855 building permits were issued, for a total construction value of $5.5B. While that number is slightly lower than the permits issued in 2021, the totals are still well above the 10-year median of 16,598. Another positive residential construction stat is that Calgary’s housing real estate set records last year.
“Calgary’s residential construction trend was positive, regardless of the rising interest rates,” says the respected Shane Wenzel, CEO and president at Shane Homes Group
of Companies. “We felt a slight dip last summer and in December, but sales have remained above average over 2022. And 2023 sales appear to have taken off even faster.”
According to Dave Hooge, COO of Jayman BUILT, “Sales, or sometimes the lack of sales, impacts housing starts. Other factors including affordability, migration and homebuilder confidence can impact the appetite to start spec homes and/ or larger multi family projects.”
He is upbeat that, despite some lingering challenges, residential construction is rebounding. “Fortunately, the residential construction industry holds much potential to stimulate recovery, thanks to its potential to create jobs. Additionally, Calgary, and all of Alberta, has the advantage of affordability, attracting significant net-migration. It has been integral in a strong Alberta market.”
Wenzel emphasizes migration is a major boost for residential construction and Calgary housing starts. “There’s a substantial migration to the province of Alberta to the tune of 50,000 new residents. The largest migration has come from Ontario, as people are exhausted with the expensive housing prices there.”
Another encouraging Calgary housing stat is recent StatsCan numbers crunching, which showed that Alberta had a net gain of 19,285 people from interprovincial migration in Q3 2022. The highest net gain in 43 years! Forecasts suggest that all segments of Calgary’s homes market are likely to see strong demand, as long as migration into Alberta remains high.
Most developers, builders and residential real estate experts agree about some key ‘lingering challenges’ when it comes to Calgary housing and residential construction.
While it is mostly in the rearview mirror, the pandemic disruptions impacted home builders in many ways, like project delays. “During COVID, some workers simply refused to work on sites with other people, and many moved to different provinces, reducing construction’s already strained and tight skilled labour force,” Hooge says.
“Even with the work disruptions during the pandemic, our industry banded together to find new ways to complete construction and keep everyone safe. We also found more innovative ways to interact with customers, while they
ACCORDING TO HOOGE, “SALES, OR SOMETIMES THE LACK OF SALES, IMPACTS HOUSING STARTS. OTHER FACTORS INCLUDING AFFORDABILITY, MIGRATION AND HOMEBUILDER CONFIDENCE CAN IMPACT THE APPETITE TO START SPEC HOMES AND/ OR LARGER MULTI FAMILY PROJECTS.”ABOVE: DAVE HOOGE, COO OF JAYMAN BUILT. RIGHT: SHANE WENZEL, CEO AND PRESIDENT AT SHANE HOMES GROUP OF COMPANIES.
stayed at home, like digitalizing our industry at a faster pace than we might have seen otherwise.”
Residential construction also took a hit from the supply chain problems, which ultimately caused material shortage and, as things get slowly sorted out, continue to impact the costs of construction.
By the end of last year, residential construction costs in Calgary had jumped by 14 per cent, mostly due to fuel, concrete, steel and equipment price increases, underscoring some industry concerns
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WENZEL EMPHASIZES,“THERE’S A SUBSTANTIAL MIGRATION TO THE PROVINCE OF ALBERTA TO THE TUNE OF 50,000 NEW RESIDENTS. THE LARGEST MIGRATION HAS COME FROM ONTARIO, AS PEOPLE ARE EXHAUSTED WITH THE EXPENSIVE HOUSING PRICES THERE.”
about possible challenges of meeting the growing housing demand.
Calgary trailed only Toronto (21.9 per cent) and Edmonton (16 per cent) for increases in residential construction costs. The cost of materials and labour is also impacting construction timelines. The current guesstimate to build a multi-unit high rise building is 20 months, while the average detached suburban house takes eight months.
There are other beyond-builder-control factors, like affordability and mortgage rates.
“Affordability is impacting Calgary’s multi-unit, residential construction. Not only has the Calgary condo market been fairly slow over the past several years,” explains Cole Harris, president of the Centron Group of Companies, “demand has switched from condo purchasing to new high-rise apartment rentals. The combination of changing consumer demands and more stringent mortgage qualifying rules, as well as higher interest rates, high, downpayments and lack of flexibility, have been major contributors to the switch from condo purchasing to rental properties.
“Affordability is definitely a factor where units and buildings are getting more and more efficient, and larger scale projects are able to get the cost per unit down,” Harris points out.
Shane Wenzel also mentions that housing affordability is top of mind for consumers. “There was a sincere shock that the fed continually increased rates and rapidly. We witnessed a slowdown across the country but more of a market lull here in Calgary. Some buyers are still waiting to see if the rates will drop.
“And, while we strive to keep pricing as reasonable as possible, upward pressure from a lack of available land supply, materials and especially labour rate increases have forced pricing up again.”
Centron’s Cole Harris cautions about the ongoing impact of costs on Calgary residential construction. “The increasing cost environment is substantial and will limit the number of developers proceeding with new towers. Unfortunately, it will limit supply even further, while demand is increasing with the increasing Calgary and Alberta population from migration.”
With much experience, both as a builder and savvy about consume trends, Dave Hooge admits that price is always an important driver of residential construction and new home sales. “As consumers settle into rising interest rates, they are often forced to consider more affordable product than they had originally anticipated. This causes some delays in purchase decisions, as they either warm up to the idea of choosing a different home model or built form (a laned home instead of a front-attached garage home, for example), or even the decision to stay where they are.”
The construction cost crunch, hiked mortgage rates and affordability are also causing Calgary builders and developers to up their game, in many ways. Like amenities, new standards and innovation.
Cole highlights some new Centron projects, like the Oliver East and West apartment towers on 10th Ave., with the Luca restaurant and the Fleetwood lounge on the main floor, the Catalyst on 14th St., and Clearwater Park, Centron’s 580acre master-planned community in Chestermere.
“Whether it’s sustainability or adding smart home devices to our standard packages, we are continually looking for ways to provide more value,” Hooge says. “This year, Jayman BUILT introduced 10 standard solar panels on all single-family homes to help save up to 50 per cent on electricity bills and add sustainability.”
The best indicator of the positive construction momentum? Calgary builders, developers and construction sites are busy!
THE CONSTRUCTION COST CRUNCH, HIKED MORTGAGE RATES AND AFFORDABILITY ARE ALSO CAUSING CALGARY BUILDERS AND DEVELOPERS TO UP THEIR GAME, IN MANY WAYS. LIKE AMENITIES, NEW STANDARDS AND INNOVATION.
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Taxation is a difficult topic. Albert Einstein has often been quoted as saying: The hardest thing in the world to understand is the income tax
Well, I think Mr. Einstein was correct. Income tax, and in particular taxation policy, is not for the faint of heart. It involves a multitude of disciplines include economics, public policy, numerous areas of law, accounting and, of course, politics. The Canadian Income Tax Act is a massive beast of a statute and it truly requires specialists to interpret its numerous complex provisions to make sense of it. With such a complex subject, it is not a surprise that tax has often become the subject of numerous misleading platitudes (more on that below) and mythology. It really is difficult and intimidating for the average person to make sense of the subject.
Notwithstanding, good taxation policy is very important for a functioning society / democracy.
Speaking of which, do you recall the “Alberta Advantage”? Many Albertans do not. What was it? The phrase was popularized by Premier Ralph Klein who was premier of Alberta from 1992 until his retirement in 2006. In 2019, esteemed Economist Jack Mintz described the phrase “Alberta Advantage” as: “No doubt, it is a combination of low taxes and good public services, especially education, health and infrastructure”. While other areas are also important, I’ll focus this article on my area of expertise: taxation. I’ve spent my entire career working at a specialist level in taxation and volunteering at a leadership level for virtually all of the prominent taxation bodies in Canada including the Canadian Tax Foundation. I’m concerned about the future of Alberta and whether or not we can ever return to an era of the Alberta Advantage.
During the heydays of the “Alberta Advantage”, Alberta had the lowest corporate and personal tax rates in Canada and such rates competed nicely with our gorilla neighbour to the south, the USA. The low taxation rates were an important factor in attracting significant investment and talent to Alberta. In 2015, that all changed. It started with a proposed personal tax rate increase by then-Premier Prentice. When the new socialist provincial government – the NDP – was unexpectedly elected under the leadership of new Premier Rachel Notley, they promptly increased personal and corporate tax rates significantly. When combined with a new federal tax for “high income” earners introduced by the newly elected Liberal government under Prime Minister Justin Trudeau, this pushed personal tax rates from a high of 39% to 48% almost overnight. Poof…there went the Alberta Advantage (from a tax perspective) and it hasn’t returned to date.
Many have argued that the Alberta Advantage couldn’t be sustained because of the long oil and gas slump from 2014 until 2021 and the nasty COVID period that put significant financial pressures on the Alberta government. No doubt those events caused major
Kim G C Moody, CEO and Director of Moodys Tax / Moodys Private Clientproblems for the Alberta government. However, it is well known that Alberta’s public sector and spending had also become very expensive with recurring deficits occurring years before those events took place.
Socialist governments, like the provincial NDP’s reign from 2015 - 2019, are known for their strong emphasis on public ownership and control of the economy. In such a system, the government typically desires to own or control the means of production and distribution of goods and services. Private businesses and job creators, on the other hand, are often seen as a threat to the socialist model, and socialist governments tend to be hostile to them. This hostility is often reflected in tax policies, like the significant increases in personal and corporate tax rates that occurred in 2015 and 2016.
Such high tax rates quickly became an issue for Alberta entrepreneurs. Combine that with ever increasing regulations introduced by the NDP and inbound investment from the USA quickly diminished. Many entrepreneurs looked south to deploy their capital. As the old saying goes, capital is agnostic and will look to fertile grounds to invest. Friendly taxation policy is a critical element that investors and job creators look at carefully when deploying capital. The same goes for attracting the “best and the brightest”. High personal tax rates are an impediment when attracting skilled labour from outside of Canada. Alberta needs to compete in this space aggressively to attract many skilled people such as doctors, technology executives and many others.
Socialist governments, like that of the Alberta NDP from 2015 – 2019, tend to be more interested in achieving social / progressive goals rather than promoting sound economic policies. Socialism is based on the principle of social equality, and socialist governments often view economic growth as secondary to this goal. As a result, tax policies are often designed to redistribute wealth from the so-called “rich” to the poor, rather than to stimulate economic growth. An example of this would be the very poorly thought out carbon tax that was promptly introduced by the NDP once they came into power. Thankfully, such tax was promptly repealed when the UCP came to power in 2019.
In addition, the NDP corporate tax rate increases were promptly eliminated when the UCP got elected in 2019. Ultimately the corporate tax rate was reduced to the point of being the lowest in Canada (for companies that are not eligible for the small business deduction). Having the lowest corporate tax rate in the country – combined with significant reduction in business “red-tape” – has significantly improved in-bound foreign investment into Alberta and has definitely been a factor in attracting new business investment and jobs to Alberta. The corporate tax rate reductions have often been referred to by the NDP (while in opposition) as a “$4.7 billion no-jobs corporate giveaway”. Such a shallow comment reflects a complete lack of understanding of taxation, taxation policy, knowledge, overall reality and respect for the critical role that private business plays in contributing to the economy and well-being of each and every Albertan.
Socialist governments and taxation policy are an oxymoron and usually not a good recipe for economic well-being to help Albertan’s pay their bills and prosper. Instead of viewing private businesses as keys to success, the NDP view them as a threat to the socialist system. Alberta cannot afford a step backward after much progress – but admittedly much more to do – to return Alberta to the “Alberta Advantage”. I’m confident we can get there with a government that understands the importance of good taxation policies and the critical role that entrepreneurs play.
The Calgary Chamber exists to help businesses thrive. As the convenor and catalyst for a vibrant, inclusive and prosperous business community, the Chamber works to build strength and resilience among its members and position Calgary as a magnet for talent, diversification, and opportunity. As an independent, non-profit, non-partisan organization, we build on our 131year history to serve and advocate for businesses of all sizes, in all sectors and across the city.
As the battleground in the upcoming provincial election, Calgarians hold a significant share of the province’s voting power – and as the headliner for Alberta’s reputation, Calgary is deserving of significant attention and investment. There are several challenges – and opportunities – facing businesses that must be addressed to ensure the long-term economic success of Alberta businesses: 55.1 per cent of Calgary based businesses are concerned with rising costs – up from 43.4 per cent last quarter and well above the national average. However, while, Calgary businesses are increasingly wor-
ried about rising inflation, costs of inputs, insurance and transportation, on average, we’re more optimistic about the future – a testament to the fact that Alberta remains a place of opportunity and innovation.
To support and advocate on behalf of Calgary’s business community, the Calgary Chamber developed ACCELERATE: Driving Alberta Forward, a roadmap that identifies the roadblocks – and a solutions-oriented path forward – to advance Alberta’s economic strength and resilience in the next four years and beyond.
The platform highlights five key areas for the next provincial government to focus on including fiscal responsibility, affordability and rising costs, economic diversification and competitiveness, talent and labour and strategic infrastructure investments. These areas were developed in partnership with Calgary’s business community.
As strategic investments are made and rising cost concerns settle, the Calgary Chamber recommends the next government increase savings over time, using the funds to promote the province’s economic success both today and tomorrow. Specifically, we recommend that the surplus is allocated for one-time strategic infrastructure projects, debt repayment and savings – rather than operating expenditure.
Businesses continue to feel the pinch of rising costs including inflation, more expensive inputs and interest rates. To mitigate inflationary pressures, the Calgary Chamber recommends the next government does not
increase the current corporate tax rate of eight per cent, eliminates the small business tax and includes small businesses in government-supported affordability relief.
With few Calgary businesses planning to adopt new technologies in the coming year, government investments in technology adoption and emerging industries are critical to our economic success. An alarming 73.0 per cent of Calgary businesses – across all sectors and sizes – do not see themselves adopting or implementing any technology in the next year. We call on the next provincial government to support businesses in adopting technology through the creation of local pilot programs. As an entrepreneurial city more broadly, we also call for governments to help reduce red tape, de-risk innovation in traditional and non-traditional sectors, advance our critical mineral strategy and enhance supply chain infrastructure. As we diversify our economy, we see significant opportunity in hydrogen and carbon capture technology, as well as tourism, agriculture, the tech sector and the arts.
The ongoing labour shortage remains a challenge for businesses, with 81.0 per cent of businesses anticipating recruiting or retaining skilled employees will impact their business in the next three months. To mitigate the labour shortage, the Calgary Chamber recommends the next provincial government leverage existing immigration systems and facilitate credential recognition for newcomers to move and apply their skills with ease, invest in upskilling and reskilling programs to ensure our talent reflects current skills gaps, and create an inclusive workforce that promotes the participation of underrepresented groups. To support the development of a strong and sustainable talent pipeline, the government must improve the accessibility, affordability and quality of childcare in Alberta, ensuring child care providers can stay competitive and parents can afford child care.
Investments in strategic infrastructure are critical to retaining talent, attracting capital and remaining competitive. Efficient supply chains are needed to ensure long-term economic growth. In the past three months, 41.4 per cent of Calgary businesses found supply chains have worsened, with 95.5 per cent of businesses finding increased costs to be a major factor. The Calgary Chamber recommends the next government enhance transportation and supply chain infrastructure, including rail and aviation, invest in Calgary’s downtown core to promote community vibrancy and collaborate with all levels of government to reduce internal trade barriers. We encourage the government to focus on projects like public transit, sport and arts facilities, and safety supports.
Despite the headwinds, 62.5 per cent of businesses are optimistic about their future. Alberta remains a place of opportunity for businesses and the people who power them. The next government must work with the business community to ensure our advantages attract the talent and capital we need and so Alberta remains the most competitive place to do business.
by Rennay Craats with photos by Riverwood Photography
Published by Melissa Mitchell
For the past 40 years, Amelco Electric has been a top electrical contractor led by a dedicated, experienced team of professionals. The key to the company’s success lies with that team, which is constantly evolving and preparing for the eventual transition to the next generation.
“The guard is changing, and it’s by design,” says Ivan Houde, president of Amelco. “We’ve homegrown all of our people and the cream rises to the top. We’ve provided opportunity to those who have helped us succeed.”
Having a succession plan is something that has been entrenched in the business since it was established in 1983, and Houde, who joined the team two years later, worked his way up the ranks. He, along with a handful of other managers, took over the helm of Amelco when the founder was ready to retire, and now Houde and Trevor Gadd are the last of the old guard who are eying retirement themselves. They have six stellar ownership partners ready to take the reins: controller Matt Cowitz, residential managers Jarret Stewart and Joe Gomes, principal project managers Chris Hundey and Mark Treschel and vice president Mark Schwartz.
This succession plan, complete with shareholder agreements and timelines to feasibly buy in, has been carefully designed and slowly implemented over several years to ensure all parties are prepared and comfortable with the demands
of the role before they have to assume it. This preparation leads to a seamless leadership transition for both employees and clients. By the end of this year, Mark Schwartz will step into the president role and Mark Treschel will become vice president, all the while grooming the next generation to one day step in for them.
“That’s just a snapshot in time. There will be six owners but there are already plans in place for the next level of transition. The next generation is always in the works behind us,” says Schwartz.
Since the beginning, Amelco has focused on developing from within to fill required positions and the team takes pride in the number of employees who started as apprentices in the field and worked their way through the company. By the time they reach upper management positions, these employees have a thorough understanding of how the Amelco machine works. They have gained experience in all aspects of the business, first as apprentices and then journeymen electricians in the field before learning estimating and negotiating and finally project management.
“When we interview a new hire, we can say that we started out sitting right where they are, a first-year apprentice, and it’s up to them to have the passion and drive to advance,” says Chris Hundey.
It is obvious from the outset that there are ample opportunities for advancement and this attracts people who are looking for a career rather than just a job. While the team is serious about the work they do, the atmosphere at the office is relaxed, supportive and fun. Employees know their responsibilities and diligently meet their deadlines, minimizing the need for management to micromanage. This approach has made Amelco an enjoyable place to work. The management team encourages employees to discover their preferences and strengths when they start out and then aims to have them work in areas of the business that capitalize on those strengths. This helps them find the best fit between person and position to ensure that employees will excel in the jobs they hold.
Over the course of their careers, employees develop and learn new skills as they navigate the wide scope of Amelco’s work. At the same time, they’re expanding the breadth of experience the team can call on for each new project. Having such knowledgeable staff facilitates successful project management, and with every position outside administration filled by an electrician, the entire team is intimately familiar with the industry and understands what any given project will entail. If there are questions about a project, there is sure to be someone on staff who has seen it before and can provide the answer. This high level of expertise and collaboration has led to a huge number of long-time employees which in turn leads to continuity and incredible relationships with clients.
“We have several clients that we’ve worked with for 25-plus years. We’ve been in business 40 years and we’ve grown and developed with those companies, and they’ve grown and developed with us at the same time,” says Schwartz.
Amelco is a Calgary-based business serving Calgary-based clients, but as clients have grown and branched out into new markets, the company is happy to follow them and complete their expansion projects in order to support their valued clients’ success and growth. The loyalty works both ways, and when people move from a client’s company to a new job at another company, they often bring Amelco with them.
After all, relationships are at the heart of the business, and Amelco has worked for years to develop incredible relationships with not only clients and employees but also suppliers to ensure projects run smoothly. And they are true partners; when supply chain issues caused product shortages, Amelco’s key suppliers found a way to bring inventory in for them and when the company was bursting at the seams, its suppliers
“We have worked hard on our reputation out in the field with both clients and suppliers over the last 40 years as somebody that can be trusted to work with. We’ve had great support in the industry, and our clients understand that we’ve always had the resources to deliver on time all the time,” says Treschel.
Over the years, Amelco Electric has delivered on some prominent projects in town including highrise buildings, many high-end custom homes, industrial warehousing and manufacturing facilities, and one particular feather in the company’s cap is its involvement in the entire Quarry Park development in the city’s southeast.
“There’s only a very small part of that community that we haven’t been involved with. We did everything from the high-rise multi-family apartments in there to all of the commercial facilities and Imperial Oil’s massive campus, all of the single-family residential and the retail development. That’s been a major part of our portfolio,” says Schwartz.
While projects like these have helped Amelco amass experience as well as establish itself as the
by Rennay Craats
David Wallach knows that it’s not enough to just take care of the properties in Barclay Street Real Estate’s vast portfolio; to be successful, he has to take care of people, too. This realization has evolved over decades and has only made his business stronger. Now in its 50th year, the firm has grown from its beginnings as commercial real estate brokerage firm Torode Realty in 1973 to expanding into property management under the rebranded Barclay Street Real Estate banner. Given the past 20 years, and especially through the crashing oil prices, economic turmoil and global pandemic of the past 10 years, the name change brought with it a new philosophy toward business.
Since stepping into an ownership and leadership role of the boutique brokerage and property management firm in 2001 and becoming the sole owner in 2009, Wallach has worked hard to establish a work-life balance not only for himself but for his team of hardworking professionals as well.
“Work is very important, but life is not just work,” says Wallach, president of Barclay Street Real Estate. “I think balance is one of the things that, as a family man, I really believe in and encourage people to take time off.”
He strives to have balance while at work, too, and the firm’s internal motto of: “Because We
Care” has become the guiding principle. The team works hard and produces incredible results every day, but if they are going to spend 40-plus hours a week there, it’s important to Wallach that they actually enjoy that time. From the frequent team breakfasts and lunches to the massage therapist that comes in every three weeks to extra paid time off to recover from surgery or illness, Barclay Street is walking the talk on team care.
This strategy is certainly paying off. Barclay Street has a talented, creative staff of about 45 who bring their diverse experiences and backgrounds to the job and are drawn to the
culture of respect, support and teamwork they find there.
The idea of team is a fundamental pillar of Barclay Street. The complete lack of walls in the bullpen allows staff to turn in their chairs and bounce ideas off others in the department around them, which improves work quality while fostering friendships
company bypassed a segregated office and works out of an open cubicle that keeps him in touch with his staff.
“The cubicles are arranged so you can see each other, not hide. I don’t have an office here. I don’t have a door and I always joke and say please step into my office. This open bullpen creates a lot of
And this environment attracts people for the long term. There are about six employees who have been at the firm for more than 30 years and several others for more than 20. This experienced core team supports the number of younger professionals just starting their careers at Barclay Street. Whether new to the Barclay Street family
professional standards, success and balance and apply them to every aspect of their jobs.
“I think the shift we made in terms of culture is huge. I think there is more buy-in and loyalty today than ever before,” he says.
Congratulations to Barclay Street Real Estate and all of its associated team members for 50 years of integrity and exceptional real estate advice.
www.matcogroup.ca/matco-investments
day operations to allow them to flourish in their roles. After all, he has the best in the business growing both divisions of the company. The firm’s initial focus on investment sales and real estate brokerage for industrial, office and retail leasing and sales has been augmented by its continued growth in comprehensive property management services in which Barclay Street now manages 5.3 million square feet of property.
On top of negotiating and renewing leases, developing budget and financial reporting and managing day-to-day building operation and maintenance programs, Barclay Street has also found a niche managing residential and commercial condominium boards. In a short time, these boards have seen significant savings thanks to Barclay Street’s on-site operation managers. These managers take care of minor issues at the property that would otherwise fall to a third party, eliminating those extra costs.
“That niche has grown significantly, and we see potential to grow even more. Calgary now has more condominium buildings than ever before. When I came here, everyone had their own house and now we’re going vertical,” Wallach says.
From condominium board management to investment sales and retail leasing, Barclay Street is providing incredible personal service out of both the Calgary and Edmonton offices. As a boutique operation, the team has its finger on the pulse of what is happening in the communities in its
backyard and follows markets closely to identify trends and tendencies. Despite its local focus, it boasts a global reach. Barclay Street is the Canadian representative for TCN Worldwide Real Estate Services, an alliance of top independent brokerage firms from more than 200 markets around the globe, and Wallach is eager to promote his hometown to those members.
“Barclay Street Real Estate will host the TCN Worldwide Real Estate Services annual conference in September 2024, bringing to the city hundreds of Commercial Real Estate professionals from around the globe. Our goal is to showcase the great possibilities Calgary can offer their clients,” he says.
David Wallach sees the challenges of the last several years as opportunities that make his city’s
Ogilvie LLP also has news to celebrate. It is with great pleasure that we announce that Ogilvie LLP has acquired Masuch Law LLP effective January 1, 2023.
Wallach has complete trust in the team he has in place and has stepped back from theday-to-dayoperationsto allow them to flourish in their roles. After all, he has the best inthebusinessgrowingboth divisionsofthecompany.
“We care about our province, we care about our cities, we care about the people who live here, we care about commercial real estate, and we care about the clients,” he says. “I want to stay the mavericks, to be who you call when you need something outside the box, to be the small unit that does the right thing.”
David Wallach is leading by example as he does the right thing in the community and in the bullpen, and his Barclay Street family is happy to follow. After 50 years in the business, Barclay Street Real Estate is doing things differently and the firm’s long-time clients and loyal staff couldn’t be prouder to be a part of this Alberta institution.
“This year will also see the start of an exciting new chapter for Barclay Street Real Estate, embarking on a new partnership with Mount Royal University’s Bissett School of Business, students will be able to take advantage of employment opportunities within Barclay Street as part of the school’s coop program. Additionally, Barclay Street team members will provide the faculty with robust case studies focused on commercial real estate and participate in business competitions. Wallach will also join the Bissett School’s Dean Advisory Board.”
by Rennay Craats | Published
When The Bolt Supply House opened in 1948, the small mom-and-pop store sold nuts and bolts to its Calgary clientele. The founders could never have imagined that this modest retail store would evolve into one of the largest independent fastener distributors in Western Canada over the next 75 years.
After the first market expansion in 1962 brought the brand to Regina, Bolt systematically entered the Saskatoon, Lethbridge, Red Deer, Medicine Hat, Fort McMurray, Winnipeg, Prince Albert and Surrey markets as well as establishing two stores in Edmonton and adding two Calgary stores to its flagship location. Soon, all functions of the 14 stores were run out of the Calgary headquarters to allow each branch to focus on providing excellent service and growing the business.
This growth caught the attention of Lawson Products (now part of Distribution Solutions Group), which bought The Bolt Supply House in
Photo by Riverwood Photography
Photo by Riverwood Photography
2017 but has allowed it to continue operating as an independent subsidiary with the backing of the parent corporation.
“We are left alone because we do what we do so well,” says Mark Olsen, VP finance.
They are doing it so well that the company has doubled or tripled the size of several locations to accommodate growth, with three stores moving into larger spaces this year alone. Bolt also brought all departments under one roof with a move into a 104,000-squarefoot facility in Balzac in 2022. Its impressive 94,000-square-foot warehouse holds inventory that is ready to ship to branch locations or directly to customers, ensuring clients never have to look elsewhere to get what they need. Since 2020, the company has expanded its scope significantly, carrying more inventory with more diverse products while streamlining its processes in the office. Unlike what the name suggests, The Bolt Supply House has evolved past its beginnings offering basic fasteners.
“Our name has been around for a long time and it’s an asset, but it works against us sometimes. Our name is very specific but it doesn’t really show what we do,” says John Sauer, senior vice president.
While it’s still a fastener house, it is now much more. The company offers a range of industrial products including power and hand tools, safety products, adhesives and abrasives, electrical products and shop and janitorial supplies. Bolt also assembles custom fastener kits and repackages products to tailor them to customers’ needs so they just get the specific items and volumes they need. It’s all part of Bolt’s dedication to providing solutions with options as opposed to filling orders from a catalog.
“We’re flexible. We build our program around our customers. Our customers don’t build their programs around us,” says Brett Driver, VP sales and marketing for The Bolt Supply House.
The team is open to bringing on new product lines that make sense for the company’s clientele provided the suppliers live up to the quality standards in place. One supplier that has grown with Bolt is Milwaukee Tool, which has been a valued partner since the doors opened 75 years ago.
Milwaukee products are featured predominantly in Bolt stores, and by the end of the year seven branches will have a Red
Zone store-within-a-store. These sections range from 800 to 2,600 square feet with one Red Zone featuring 3,000 Milwaukee accessories and 300 tools on display and in stock. Bolt even built the first Rolling Red Zone mobile Milwaukee showroom that can be driven to events to promote the store and the incredible Milwaukee product lines it carries.
“We’re always looking for new ways to get out and get ourselves known in the marketplace,” says Kurt Mario, president of The Bolt Supply House.
Despite its geographic and product expansion, Bolt has managed to grow without changing the mom-and-pop attention to customer service that the stores have always provided.
“We are a large company operated as a small company. We’re still very personal with our customers and staff, and our relationships and partnerships are still the most important thing to us. We’re very customer-service driven,” says Driver.
Employees greet people as they walk in the door, find out what they’re working on and help locate the best products on the shelves. Service doesn’t stop there. They also go the extra mile sourcing products that the store doesn’t carry in inventory in order to support their customers. Employees do whatever it takes to provide customers with a solution to their problem. Whether it’s customers stocking up their home garage or commercial clients working in anything from HVAC to natural resources to electrical to construction, Bolt takes pride in making sure they leave happy so they’ll keep coming back.
The staff’s incredible long-time relationships with customers have grown beyond just transactional connections, and customers rely on the expertise and friendly insights of the branch employees that facilitate their projects. Across the company, Bolt’s staff strives to exceed expectations and deliver a memorable experience that will turn a new customer into a life-long one. They are doing a great job with that; with its diverse product offerings and unbeatable service, Bolt is proud to serve customers that have been coming back for decades.
“All of our customers have an account number in the computer system and there are more than 70,000 accounts. We sold something to account #58 the other day – they’ve been here longer than any of us,” says Greg Pek, VP strategic projects.
And that is really saying something, as The Bolt Supply House is staffed by a group of long-tenured employees and managers. The five members of the senior management team have a combined 95 years of experience with the company, and of the 175 employees across the organization there are more than 10 with over 30 years with the company (including two at over 40 years), 11 over 20 years, and 25 employees over 10 years.
“We want to make this the last place you ever work, and the way we try to do that is with the culture of the company,” Sauer says.
Bolt’s positive culture is the key to impressive staff retention. There is a spirit of collaboration across the organization and employees are always happy to share their knowledge. If someone at any branch has a question about a product or needs options for meeting a customer’s needs, they can reach out to Bolt’s network and quickly have multiple people across the region chime in to help. The team is invested in the success of employees and management rewards that. There is a clear road to advancement, and management enthusiastically promotes from within whenever possible to continue to build on and preserve the deep experience in the company.
The culture of respect and support comes from the top. Management highlights employee accomplishments and celebrates birthdays and hire-date anniversaries to show how valued the team is to the company. In this relatively flat organization, titles are formalities and senior management can be seen hopping onto a forklift to help unload product or hauling boxes when a branch moves locations.
“None of us look at any job as above or below anybody. Everyone just does what needs to be done,” says Sauer.
Doing what needs to be done has made The Bolt Supply House an important part of the communities in which it operates. Through the ups and downs of the past 75 years, the company has outgrown its namesake to be a one-stop shop for industrial supplies.
“Not many companies manage to make it to 75 years and we’re proud of the fact that we’ve been able to adapt
The Bolt Supply House team plans to continue to grow and evolve as it looks ahead to the next stop: reaching 100
Ihear two comments from golfers about their first game of the season: 1) Their first game is always good… but then goes down hill from there. 2) That was terrible.
Golfers start the season full of anticipation, excitement and positivity. A great attitude to have whether you are an indoor golfer playing off-season or a hibernator golfer who did not play in the off-season.
The Hibernator heads out on the course with lower expectations and often a simple plan. They are not trying to manipulate body parts to make the perfect strike. They focus on the target and contact. Getting into balance, making a swing and trying to connect with the golf ball. They don’t hit every shot, but they don’t expect to. This alleviates pressure as they anticipate the next chance to hit the ball – with the excitement of a kid!
Conversely, Indoor Golfers played or worked on their swing leading up to the season are expecting BIG things out on the course. They have to be careful – the game does not translate automatically from indoors to outdoors.
Indoors you are playing and learning off perfect lies and perfect conditions. Perfectly square to the target 10 feet in front of you, and the same conditions from shot to shot. On the course, the panoramic potential of your ball flight is extremely wide and thus becomes your focus.
High expectations can also lead to disappointment on poor shots, and this leads to added pressure on the next shot.
Indoor Golfers will be rewarded for all their off-season work. However, they were likely only working on a portion of the
game. It will take time to develop the skills and feel of target set up, different lies, potential hazards, temperature, time between shots, mental and physical fatigue, etc. It is simply a different game.
The Indoor Golfer can learn from the Hibernator, and vice versa. The Hibernator may need to work on their swing mechanics/skills while maintaining their season start focus and realistic expectations. The Indoor Golfer needs to understand that the target orientation and focus needed on a real course cannot be replicated indoors.
Either way, all experienced golfers know that in any given game, the course can bring you to your knees. Temper your expectations, focus on making solid contact toward your intended target and get on with the next shot… just like a kid!
HTTPS://WWW.MCKENZIEMEADOWS.COM/ACADEMY/GOLF-TIPS
After years running a quarter horse ranch on his land in Okotoks, Jerry D’Arcy (affectionately known as Mr. D) decided to indulge his love of golf by developing it into a golf course. In 1991, D’Arcy Ranch Golf Club opened its doors, offering a beautiful course set against the breathtaking backdrop of the Rocky Mountains. It was Mr. D’Arcy’s desire to create a public course to encourage all players to enjoy the game of golf.
“Jerry D’Arcy felt it important to keep it open to the general public and treat all guests as a member for the day,” says Tim Watt, general manager for D’Arcy Ranch.
To achieve that, the course and clubhouse are staffed by professionals who are dedicated to ensuring the course is well maintained and the golfers have the best time on and off the links.
Mr. D contracted Finger Dye & Spann of Houston to design a linksstyle course that harmonizes with the tree-lined ravines, escarpments, slopes and natural water reservoirs. The course is challenging for experienced golfers yet enjoyable for beginners.
This makes it an ideal place for golf tournaments, and D’Arcy Ranch Golf Club is proudly hosting almost 50, with space to accommodate additional tournaments this season. But the clubhouse hosts much more than just golfers. The stunning location, beautifully renovated facility and incredible cuisine make it the perfect destination for a dream wedding, special anniversary, milestone birthday or just an unforgettable night out.
“Customizable from start to finish, the D’Arcy Ranch team offers amazing support to ensure your event is everything you hoped it would be,” says Kelsey Major-Smyth, event coordinator at D’Arcy Ranch Golf Club.
The clubhouse boasts two modern venues with floor-to-ceiling windows and sliding glass doors that open to the patio, inviting the mountain views and greenspaces in. Guests can tailor both the space and the menu to perfectly suit their special event.
While the restaurant is open from April until the end of the golf season, the Club’s in-house catering continues to draw guests throughout the off-season with its fantastic themed dinners curated by the Club’s exceptional chef. With high-end cuisine served with spectacular views, D’Arcy Ranch Golf Club is quickly becoming a favourite wedding, party and corporate venue for celebrations year round.
How many times do members of the esteemed UCP party have to read headlines about being their own worst enemy before they start paying attention?
The election is nigh and the constant barrage of emails I, and I’m sure lots of us, receive mean that the promoters are a little scared, but the government just carries on upsetting the electorate.
Bragging about spending money – our money – gets outweighed by decisions that make so many voters angry. There have been many, but surely the announcement to encourage Americans to spend their money in Alberta to shoot sheep all year-round was just not thought out – daft in fact.
Anyone who has watched the superb nature films on PBS will wonder why rams in their prime, the ones with the trophy horns but also the ones best fit for breeding, should be offered to be hung on a Texan’s rumpus room wall rather than siring his herd, will be mad. I am.
And on the subject of guns, when will politicians have the guts to just say, “No more automatics and handguns.”
Farmers and ranchers can kill for their meat, and qualified hunters can go and shoot ducks for all I care. But, weapons designed to kill humans should and must be banned, and anyone caught carrying them should be hit hard by the law.
I’m a book collector, and for the past 30 plus years have enjoyed spending a few hours every Saturday at Aquila Books, the antiquarian book store on 16th Avenue N.W. Doesn’t matter if a customer wants to buy a $20 or a $200 book, there’s a conversation on author or condition, edition, dust jacket, illustrator and many other aspects that make a book collectible.
In all of those years, I have never received a tip.
So, I was miffed and somewhat embarrassed when ordering two tall – translated small – lattes at my local Starbucks from a cashier who was so busy, hardly time to say “hello”, to find that before I could tap my credit card, I had to press “yes” or “no” to a tip.
Annoying – and what’s 18 per cent of $9.77 anyway?
No doubt many restaurants and bars suffered a tough time during the COVID outbreak, and were in need of assistance. Yet, I dropped into OMO Teppan & Kitchen on a Monday night recently and found it absolutely jam-packed with diners having a great time cheering on the chefs conjuring their knives over hot plates.
Owner Eric Sit obviously knows how to create an enjoyable dining experience, but he had a good tutor in his mother Winnie who some might remember as the lady who ran Home Food Inn for many years.
We get so many emails that appear out of nowhere from people and places we have no relationship with. Yet, I must admit I felt rather chuffed to get a couple from the Yacht Club of Monaco.
Staying in business for any length of time takes hard work and creativity, so we must congratulate Calgary Stamp & Stencil for doing such a good job for 120 years. And although Bernard Callebaut now retails under the name Master Chocolat, congratulations are in order for presenting Calgarians with the finest chocolate for 40 years.
I’m responsible for what I say, not what you understand.
