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Geoffrey Cumming

Margaret Southern

Jay Westman

Suzanne West

2019 Alberta Business Hall of Fame Southern Alberta


Celebrating Great Business Leaders and their Impact



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Supporting the visions of entrepreneurs one story at a time. Volume 29 | Number 11



2019 Alberta Business Hall of Fame - Southern Alberta Celebrating Great Business Leaders and their Impact By John Hardy


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Highest Debt of Gratitude By Brad Field

The Pipeline War Continues By Frank Atkins



Hollywood Group is Key to Celebrity Activism, Anti-Oil and Gas Rhetoric By Cody Battershill




The Calgary Report Current developments for Calgary Telus Convention Centre, Tourism Calgary, Calgary Economic Development, and Innovate Calgary


Marketing Matters


Calgary Chamber of Commerce


By David Parker





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Supporting the visions of entrepreneurs one story at a time. Volume 29 | Number 11




 he Urgent Case for T Planning Ahead It’s business, but it’s also personal By John Hardy


75 81

Palmer Salmon Insurance

Celebrates 40 Years

 est Campus W Development Trust

Celebrating Business Excellence


Foothills Academy

Celebrates 40 Years


The importance of workplace culture By Erlynn Gococo

44 51


Health Is Skin Deep Safety From the Sun By Danyael Halprin

Creativity Rules in Calgary Projects Inspired construction puts city on the global leader board By Jamie Zachary

66 70 97


Filling a Job or Building a Team?

The Other Green Rush The (big) business of cannabis By John Hardy

Risky Business Experts point to risk management practices and insurance when doing business abroad By Jamie Zachary

Consumer Choice

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Pat Ottmann & Tim Ottmann


Melanie Darbyshire


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Nancy Bielecki Courtney Lovgren

REGULAR CONTRIBUTORS Paige MacPherson Frank Atkins David Parker David Yager

THIS ISSUE’S CONTRIBUTORS Melanie Darbyshire John Hardy Erlynn Gococo Danyael Halprin Jamie Zachary


Cover photos courtesy of Junior Achievement (JA) of Southern Alberta


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Highest Debt of Gratitude BY BRAD FIELD


est we forget. A line we hear every year as November 11 approaches. Has it become so commonplace to utter the words, we risk forgetting what they mean?

It should not be forgotten. Two world wars. Dozens of military and peacekeeping actions since the end of the Second World War. Countless Canadians injured and lost defending our country, and our freedoms, many before any of us were even a thought. Ongoing global conflict, with Canadian men and women continuing to serve to protect civilians and preserve basic human rights. We still have far to go in supporting and celebrating our veterans. If we can find a silver lining, it’s that Calgarians lead the pack in supporting our vets. We are known for our philanthropic spirit, and our philanthropy surrounding veterans is no exception. There are several organizations (outside of those we support via the federal and provincial government) doing incredible work to provide assistance to the men and women who sacrifice so much for our quality of life. Homes For Heroes is a made-in-Calgary solution for veterans experiencing homelessness. Dave Howard, the passion driving the organization, has established a small homes community that will provide a place to rest, counselling and other resources for military veterans. Calgary stalwarts ATCO and CP Rail have thrown their support behind this initiative as a bold show of support for Canadian vets. For over a decade, the Field of Crosses has placed over 3,500 crosses along Memorial Drive to signify and honour the ultimate sacrifice. A sunrise ceremony from November 1-11 annually salutes those who have fallen. For five years, Calgary business leaders have organized Breakfast on the Bridge to raise money to help local veterans suffering the effects of post-traumatic stress after returning to civilian life.

Those dollars go directly to the Calgary Military Family Resource Centre, the Military Museums of Calgary and the Mount Royal University scholarship program for military families. Finally, Calgary’s legions are making innovative moves to continue the legacy of supports and advocacy, as well as offering a place for veterans to gather socially. This list isn’t exhaustive. There are many more organizations out there doing the best work possible to support and celebrate our military veterans. As Calgarians, as Canadians, there is still much more we can do. How can we begin that work in our own homes? • We can start by talking to young people about why we remember. Impart the sacrifice and legacy left by those who have served on to the next generations. • Wear a poppy. It’s simple. It’s easy. It’s meaningful. • Visit your local military museum, Calgary has one of the best in the nation. • Participate in Remembrance Day ceremonies. • Encourage school board representatives and teachers to spend time educating kids on the importance of Remembrance Day and support for our veterans. • Get involved with the organizations that support our veterans. The further we get away from the world wars, the easier it is to take freedom for granted. To the men and women who fought then and to those who continue to risk their lives for global accord, we owe our highest debt of gratitude. We have the fortune of freedom and the honour of being Canadian. It is for that fortune and honour, the legacies of our veterans must live on. Their stories must not be lost to time, lest we forget.




The Pipeline War Continues BY FRANK ATKINS


have always thought that leftists have odd ideas. This is largely because they do not actually think about issues, believing any ideas they have are morally superior and are not subject to scrutiny. This goes all the way back to the 1960s when David Lewis was the first leader of the federal NDP. In every election in those days, the NDP finished last with few seats. Undaunted, Mr. Lewis always called this a moral victory. As a result of this self-proclaimed moral superiority, leftists are often hypocritical. Maddeningly, they cannot see this. I wrote about this recently when British Columbia Premier John Horgan mused about subsidizing high gasoline prices. Pity the poor British Columbia resident who would have to drive less because gas prices go up. I thought that was the whole idea of instituting a carbon tax. This type of behaviour has surfaced again on the neverending battle over the Trans Mountain pipeline. In 2018, Mr. Horgan proposed restricting the flow of bitumen within its borders, arguing it posed an environmental threat. Mr. Horgan has in the past promised to use “every tool in the toolbox” to stop the Trans Mountain pipeline. In response to this, Premier Jason Kenney enacted the “turn off the taps” legislation, which would allow the province to cut oil and gas shipments to British Columbia if the Horgan government blocked the Trans Mountain pipeline. As they promised, the Horgan government went to court and was granted a temporary injunction against the Alberta legislation. In granting the temporary injunction, the judge stated that the Alberta legislation could cause irreparable harm to the residents of British Columbia. In my mind, this is where the hypocrisy emerges once again. I cannot understand where the irreparable damage will arise. Perhaps the people of British Columbia, who will not be able to buy

CLEARLY, IT IS IMPORTANT TO THE ALBERTA ECONOMY TO GET THIS PIPELINE BUILT, AND THIS WOULD CREATE MUCH-NEEDED JOBS. HOWEVER, THIS DOES NOT SEEM TO MATTER TO ANYONE WEST OF ALBERTA. gasoline, will be prevented from driving their cars to the protests against the use of fossil fuels. I suppose this would somehow violate their right to express their opinions. British Columbia may even be forced to buy gasoline from the United States, but this might cost more and cause irreparable damage to their personal budgets. I cannot see a good ending to this battle. Clearly, it is important to the Alberta economy to get this pipeline built, and this would create much-needed jobs. However, this does not seem to matter to anyone west of Alberta. In spite of how important this pipeline is to Alberta, if the citizens of British Columbia are somehow inconvenienced, this is deemed to be irreparable damage. So, the temporary injunction will allow the citizens of British Columbia, who seem to love to drive, to continue to chant the environmental mantra of the anti-oil and anti-pipelines lobbyists. This hypocrisy should make every Albertan angry. This will also fan the flames of the smouldering Alberta separatist movement.

Frank Atkins is a Senior Fellow at the Frontier Centre for Public Policy.





anning Heights business condominiums are like nothing else in Calgary. The boutique development is the perfect complement of its central location, flexibility and quality that gives incredible options to a wide variety of businesses. Its industrial commercial (IC) zoning distinguishes Manning Heights from typical warehouse units for sale. “We have the ability to do a bit more than your traditional industrial condos because it allows us to do office, quasi-retail, showroom, shop space and a number of other uses. You can do everything industrial and more,” says Sean Flathers, leasing and development for Telsec Property Corporation. The flexible IC zoning opens the door for everything from a tech office or microbrewery to a bike repair and parts shop or even a contractor business. Flathers also expects to see interest from people looking for a great place to store their vehicles and recreational toys in a space that goes far beyond simple storage. Buyers can customize the units to fit their needs, whether that means building a mezzanine with plumbing for a kitchen or washrooms, creating a comfortable lounge space or constructing office space above the warehouse or work area.

This size range fills a definite need in Calgary, as it is not easy to find space for sale that is less than 3,000 square feet. They are sure to attract small business owners and investors looking for a quality building in a great location. Manning Heights has easy access to Memorial Drive, Deerfoot Trail and Barlow Trail, and its central location has been one of the draws to the development. Interest is high as sales formally opens in November for a summer 2020 turnover. Purchasers will also be attracted by Telsec’s build standards and know they won’t be disappointed by this incredible development. “We’ve been around a long time and people know about our quality of construction. When we say it’s a Telsec quality-built project, that will resonate with the brokerage community because they know about our reputation and what we will deliver on,” he says. With its quality product, great views, prime location and unique small bay offering, Manning Heights provides Calgary business owners and investors with the perfect ownership opportunity.

“We sell finished shell space with make-up air, rooftop units for heat/air and all the necessary rough-ins ready for the purchaser to build out whatever they want,” he says. Buyers are encouraged to take advantage of the great downtown and mountain views from Manning Heights when designing their workspaces. They can choose from 17 condominium bays in two buildings, with one building consisting of 1,350-square-foot micro bays and the other with balconies fronting Manning Road starting at 2,400 square feet.

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Hollywood Group is Key to Celebrity Activism, Anti-Oil and Gas Rhetoric BY CODY BATTERSHILL


et’s say you’re a young up-and-coming Hollywood celebrity who wants to be seen by your peers and your fans as a person of substance – not a superficial partier with no social values.

2012, there’s little doubt his voice-over gig came through the EMA, which over the years has effectively acted as a clearing house for celebrities looking to climb aboard the green activist bandwagon.

Instead, you’d rather be seen as an activist. But where do you turn? Relax. There’s a group that’s perfectly suited to someone who craves instant environmental activist credibility, Beverly Hills style. And it’s huge.

The same is true of John Krasinski and his less-thanmemorable 2013 anti-fracking rant Promised Land. In spite of its poor reviews, the EMA still gave the film and its co-star Matt Damon green awards for that year.

It’s called the Environmental Media Association (EMA) and since 1989 it’s billed itself as a movement powered by celebrity role modelling, campaign work, smart media messaging and a ton of fundraising events, seminars and awards nights.

After all, from The Day After Tomorrow, to GasLand, to Avatar, to the anti-fracking Simpsons episode “Opposites A-Frack,” the EMA has never met an activist project it didn’t celebrate.

The EMA, a well-established child of the entertainment industry, brags about its record of working through television, film and music in order to “reach millions of people with a message of concern about our environment.” Daryl Hannah, Leo DiCaprio, Brad Pitt, James Cameron, Robert Redford, Jane Fonda, Mark Ruffalo, Joshua Jackson and Cameron Diaz are just a small sample of stars associated with EMA campaigns over the years. Nestled in a suite of non-descript offices a few blocks south of the Beverly Wilshire hotel in Beverly Hills, California, the group was founded in 1989 by – among others – TV legend Norman Lear as a vehicle that would work with the entertainment industry to encourage green production and raise environmental awareness.

Why am I telling you this? Because, given the EMA has a standing partnership with studios like Paramount, Sony Pictures, Warner Bros., Fox and NBCUniversal, chances are good that you’re familiar with EMA’s work – although you may not even know it. It’s not by accident that U.S. celebrities and their studio backers attack Canadian energy. Once you become aware of the EMA and its activist work against the Canadian energy sector, its families and communities, you tend to marvel at its success – and its shallowness. That’s why I hope more Canadians will get involved in the discussion, question these celebrities and their EMA antioilsands rhetoric – and push back!

When Sierra Club’s Beyond Oil Campaign targeted the Canadian oilsands in a video narrated by Joshua Jackson in

Cody Battershill is a Calgary realtor and founder/spokesperson for CanadaAction. ca, a volunteer organization that supports Canadian energy development and the environmental, social and economic benefits that come with it.








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There’s a ‘bin’ for that Creating a successful waste diversion program

88 per cent of waste that businesses in Calgary produce is recyclable and compostable material that is easily divertible from the landfill. Recycling and composting at work is similar to doing it at home, though it can be trickier for workplace waste programs to work well. To make it easier to create a successful program, we’ve compiled four fundamentals to help get you started 

Is your business already great at recycling and composting? Then take your program to the next level. • In your kitchen, switch from single-use products to bulk products. Replace individual coffee creamers with larger cartons; wooden sticks with metal spoons; and other disposable products with reusable ones. • In your office, set printing to double-sided, do office supply exchanges, and purchase office supplies that incorporate recycled content. • In your shop, reuse pallets, and work with companies who can reuse or recycle unique waste. • Going green is good for your bottom line – it brings in new customers, creates loyalty, and can save you money.



Know your waste, understand your waste needs

Seeing what’s in your garbage allows you to make informed decisions on the type and size of bin and the frequency of collection service you need. That way, you’re not overpaying for service you don’t need. DID YOU KNOW? You can use The City's right sizing tool and waste audit kit to optimize your program. Don't want to do it yourself? Organizations like Green Calgary can help.


Accept the right materials


Decide who will provide collection service Decide who will provide collection services. Every business is unique and so is their waste. Work with a waste company of your choice to tailor a program to meet your needs. Shop around before committing.

Your recycling and composting programs must accept the right materials. Inform your staff and customers on how to use the programs, so everyone can do their part.

DID YOU KNOW? We have a tip sheet to guide you through the process of hiring a hauler. Green Calgary also has a list of companies at

DID YOU KNOW? We have printable posters to help your staff and customers recycle and compost right.


Storing material and bins

Determining places to store your recycling and compost is crucial. Locations that are accessible and have all three streams encourage staff and customers to use the programs right. DID YOU KNOW? There are many container companies who sell aesthetic and functional products to collect waste and recycling. Some offer units that are budget friendly, while others specialize in luxury containers to fit your company’s design preferences.

Expect more from your waste Whether it’s for cost savings, creating efficiencies or doing the right thing, more companies are taking steps to invest in recycling and compost programs. We have resources to help you set up or improve your programs. For a waste audit kit, tips, printable posters, on-site visits and additional support visit or contact 311.

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The Gift of Hope For some, Christmas is the best time of the year. It’s a time for family homecomings and celebrations. It’s a time for gifts and giving. It’s a time to acknowledge blessings. Unfortunately, for others, Christmas is a time of anxiety and uncertainty. For thousands of Calgarians, the stress of providing for the family and making ends meet can lead to desperation and despair. Fortunately, the Salvation Army and its Christmas Kettle Campaign are there to help. “The gift of hope is one of the most important things the annual Christmas Kettle Campaign provides,” says Major Margaret McLeod, the Salvation Army’s divisional commander for Alberta and Northern Territories. “We’ll provide toy hampers for more than 7,000 Calgary children this year, but hope and moral support are what many people need the most. It’s a responsibility we take very seriously.” The goal for this year’s Christmas Kettle Campaign is $1.1 million. The money raised by hundreds of volunteers at more than 70 kettle locations throughout Calgary isn’t just used at Christmas. It funds dozens of family and community programs throughout the year including ESL (English as a second language) classes and programs to help new Canadians build community and healthy relationships. As well as donating at the kettle, people can also support the campaign through online donations.

Kettle Campaign. This year’s guest speaker is country music star Paul Brandt, a Calgary native son and member of the Canadian Country Music Hall of Fame. Brandt’s #NotInMyCity campaign – which raises awareness about human trafficking – is a good fit for the Salvation Army. For many years, the Salvation Army has offered support such as housing, medical and social services to those exploited and victimized through human trafficking, also known as modern-day slavery.

“We focus on helping build resilient families as they continue to grow,” says Karen Livick, the Salvation Army’s executive director of community services in Calgary. “We rely on the generosity of Calgarians to fund these programs and we’re so grateful for the support.” Kettle volunteers will be at shopping malls, downtown locations, Costco stores and local arenas starting in mid-November throughout December.

Major McLeod says, “It’s about the community helping the community, and giving people hope for today and hope for the future.”

Backed by noted Calgary business leader George Brookman as the honorary chair, the Hope in the City luncheon on November 14 at the Hyatt Regency kicks off the annual

To volunteer and for more information about the Salvation Army and the Christmas Kettle Campaign, visit

The Salvation Army continues to need more kettle volunteers. Shifts are three hours long and volunteers can work for a single day or every day throughout the campaign.






Candy Cane Gala Brings Guests Home for the Holidays The 13th annual Candy Cane Gala will take place on Friday, December 6, 2019 at the BMO Centre, Stampede Park. The fundraising event, held by the Alberta Children’s Hospital Foundation (ACHF), is in support of the 102,000 children and their families who rely on care at the Alberta Children’s Hospital (ACH) every year. This year’s theme – Home for the Holidays – invites guests to celebrate surrounded by the warmth and wonder of the countryside. “Candy Cane Gala is for everyone!” says Catherine Feenstra, manager of community initiatives and events at the ACHF. “The evening is designed for children from toddlers to

teenagers, for parents, grandparents, aunts and uncles, and grown-ups who love to celebrate the season.” The 1,600 expected guests will experience an evening of food, drinks and lots of fun – for everyone of all ages. “Guests can look forward to sipping a pre-dinner cocktail by a crackling fire in a rustic mountain lodge while kids run with woodland creatures in the magical Kidzone forest,” Feenstra says. “They will enjoy a locally-sourced dinner amidst decor inspired by the cosy memories of home. With a family dance and entertainment for guests of all ages, it will be a night that guests will always remember.”

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The theme of home is particularly meaningful. “Home is where the heart is,” Feenstra says. “It’s a shelter from all storms. And it’s where kids feel safest and most loved. At ACH, we recognize the need to do everything possible to keep kids healthy, happy and – as much as possible – home with their families.” Over the past 12 years, Candy Cane Gala – a typically sold-out event – has raised more than $7.5 million. “Candy Cane Gala supports the highest priority needs at ACH,” Feenstra explains. “This year we’ll be featuring the work of Rotary Flames House’s respite program, an exciting new initiative in the area of brain health – Brain Computer Interface – and the Vi Riddell Pain & Rehabilitation Centre.” The mission of ACHF is to inspire the community to invest in excellence in child health, research and family-centred care. “Through





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the generosity of our donors, we are able to provide funding for family-centred child health programs, specialized life-saving equipment and advanced pediatric research and education at the ACH,” Feenstra says. With over 1,000 guests registered to date, this year’s Candy Cane Gala will likely sell out again. Tables and sponsorships are still available. For more information, contact Catherine Feenstra at or 403-955-8886 or visit the website









ome people say succession planning is all business. Consultants and senior management who have been through it know better.

While much of succession planning is critical decisionmaking, intensely fiscal and business strategizing, a lot of succession planning is subtle, unpredictable and personal. Despite some stereotyping that claims succession planning to be a delicate, touchy topic, the personal factors are more business critical than ever.



According to a report from the Canadian Federation of Independent Business (CFIB) – Getting the Transition Right – 72 per cent of business owners are expected to exit their business during the next decade generating a massive transfer of business assets potentially worth over $1.5 trillion. The vast majority of business owners (81 per cent) intend to sell or transfer their business to retire. Ominously, many business owners do not have a succession plan in place to ensure a smooth transition. “Historically


there has not been as much focus on advance planning as there is now,” admits Bill McLean, Canada family enterprises and business leader at PwC, with more than 6,700 partners and staff in locations in Canada. “People were so focused on business growth and success that they didn’t make enough time to think or plan about the next generation of leadership. “It’s difficult to generalize but it was typically business where families put their heart and soul into growth. Continuity was not in the forefront. Success was top priority. As a rule, entrepreneurs tend to focus on challenges and growth and think ahead 10 years. Eventually they do realize that change is inevitable.” For Richard Truscott, vice president, B.C. and Alberta for CFIB, gradual and focused succession planning is an essential fact of business life. “To be able to carry out effective exit plans, planning must be done early. Otherwise, you could be restricting the planning options available to you from various points of view, particularly tax. Ideally, the planning should begin in the startup stage. Most of

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CONTINUITY PLAN.” the characteristics that will develop a strong business take time to develop so that the business will eventually be attractive to potential buyers and successors. Taxefficient structures need to be set up with transactions carried out over time.” McLean cautions that in addition to timing there are three distinct areas of succession planning. 1) All matters relating to the operations of the business, the structure and the strategy for the company’s future market dynamics. 2) Those that pertain to ownership and wealth transfer to the existing, controlling generation, including buyouts and share transfers. 3) All families have unique family concerns and there are always significant matters, relevant to family members, like family harmony, peace and communication. “It is human nature to be uncomfortable with change,” McLean says from experience. “Especially if there is no efficient transition plan. There is definitely a need for a well-defined communication and transition continuity plan.”




According to CFIB, the following are key elements of a solid and stable succession plan:


• Establishing business structure and share ownership.


• Creating a business exit timeline. • Retaining appropriate advisers, such as accountants, lawyers and family business conciliators. • Using the lifetime capital gains exemption by the exiting owner(s) and setting up a family trust to minimize the overall tax being paid. • Meeting the tests and requirements of the Income Tax Act.

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• Ensuring proper legal transfer of ownership of shares or assets. • Financing of successor, whether it is a family member or management team taking over. • Compiling the business’ financial and operational information and metrics in preparation for purchaser due diligence. • Considering the owner’s personal income tax and estate planning as part of the overall plan. Although succession planning has been traditionally for the effective transition of a business to the next generation of senior management, there is an increasingly popular trend of succession plans that involve eventual 100 per cent employee ownership. ESOP Builders is the leading independent Canadian firm that specializes in providing


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comprehensive employee share ownership plans and services. President and founder Perry Phillips notes the components of succession planning. “The exit, and the owner’s desire to get the money out and to help fund the next stage of their life, since 90 per cent or more of their net worth is tied up in the company. Most owners want a fair value for their company but not necessarily the top price.” And legacy matters, a lot. Phillips cites studies which have shown that maximizing the sales price is not the top priority for 80 per cent of owners. He says it involves the desire of the owner to preserve the founder’s core values in continuing the company once they leave. “This is important to owners, as they have built the company’s reputation and connection to the community over 20-25 years or more. They want to see the core values maintained and enhanced.” He also underscores the growing trend of effective succession by selling to employees, noting surveys that show companies sold to first-generation family members have a 30 per cent chance of being successful in the next five years, reducing to about 10 per cent in second-generation sales, whereas companies sold to a third party have a 50 per cent chance of success. “However, companies sold to employees, which may include family and third parties, have an 80 per cent chance of success. Stats and trends from multiple countries show that ESOP companies in the same industry outperform non-ESOP companies in the same industry in productivity, profits, culture, retention, attraction and employee pensions.” Of course crunching the numbers is a succession planning must, but most experts agree planning the company culture and choices for future leadership are also vital. “It is critically important,” McLean stresses. “The company culture is created and cascades from the top, and is sustained by those who are active in the business. Having frank and honest discussion about who the primary culture carriers are is a priority and a must for effective succession planning. “As the changes happen, what will the culture drivers be? Although it is inevitably challenging for some companies to deal with the personal, private, emotional and hurt-feeling aspects of succession planning, there must be emphasis on what it means for their sense of family and feelings like






resentment – and creating better communication within the family must be a crucial priority. “It’s also a significant reason why third-party advisers are not only an advantage but a neutrality benefit.” As clichéd as it may sound, “the next generation” is a crucial aspect of succession planning. “If the upcoming generation will be taking over ownership and/ or management, whether it’s family members, current key employees or the employee group,” Truscott says, “there are essential preparatory steps to be taken to groom the successor.”

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He emphasizes that ownership sets the values, vision and mission of the business which must then be implemented in a strategic plan by management. There is effective management consensus that with succession planning, as with most other aspects of business life, timing is a key. Phillips points out that ESOP requires much advance planning from owners and if an owner wants to get out in 12 to 18 months, the best course of action is to put the company up for sale. He highlights studies which have shown that only 20 to 25 per cent of privately-held companies actually sell. More than 75 per cent liquidate. “Succession planning must be done in the context of the vision and strategic plan,” Truscott says. “Leadership takes time to develop.”



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hey say that when you go to Prince Edward Island you will be amazed at the friendliness of the people and will wish you could stay a few more days.

On our recent trip, we were so thankful for that “friendly” attitude following a late evening arrival when after taking far too long to fill out forms about our lost luggage and standing outside the airport with not a vehicle in sight, the lone person retrieving carts said, “I bet you need a ride – don’t worry, my son, I’ll look after it.” Minutes after he disappeared into the terminal a taxi drew up. Friendliness and courtesy are natural traits for islanders, from the cart man to our B&B hostess, restaurant servers to the new premier of the province. We had the pleasure of being introduced to Premier Dennis King at a lobster supper hosted by Calgary businessman and philanthropist Lou MacEachern, where over 150 of his friends tucked into a one-pound lobster or a plate of scallops accompanied by a huge choice of soups, salads and desserts from a 60-foot-long salad bar. Lou grew up on a small farm on P.E.I. and although he has spent the past 60-plus years in Calgary, he will always been an islander and continues to donate to several organizations there. For the past eight years, his supper has been a way of showing his love for his home province and efforts to promote its history and hospitality. Among his guests were longtime friends, several today serving in leadership roles, including Chief Justice David Jenkins, Senator Brian Francis, Charlottetown Councillor Mike Duffy, former senator Catherine Callbeck, Minister of Finance Darlene Compton and Robert Sear, chair of the Charlottetown Confederation Centre of the Arts along with the centre’s CEO Steve Bellamy. Lou invests in the island and has been a big benefactor to its university where he has been recognized by the plaque naming

the Louis W. MacEachern Market Street within the corridors of the fine institution. But of late his main interest has been in promoting P.E.I. as a tourist destination, particularly for Canadians. One of the ways he accomplishes this is in his support of Confederation Centre where you will find his name engraved on the MacEachern Plaza and on several seats in the theatre. He has maintained a long-serving commitment to the centre as a board member and is currently a governor of the fine facility that houses the 1,500-seat theatres and expansive art gallery. Packed into the tiny island are so many treasures that bring visitors from around the world: lobster and mussels, red-sand beaches, breathtaking scenery, farm-to-table dining, Confederation Bridge, 25 stunning golf courses and, of course, Anne of Green Gables. Yet most Calgarians who travel south to the U.S.A., Europe and farther afield have never set foot on P.E.I., the birthplace of Confederation. It’s a goose-bumpy experience to walk up Great George Street from where the Fathers of Confederation landed at Peake’s Wharf historic waterfront and made their way up to Province House in between the same houses you see today and the imposing St. Dunstan’s Basilica. Every Canadian should experience the charm of Charlottetown and see Anne of Green Gables: The Musical before venturing out to Cavendish to tour her famous home. The provincial capital is a magical place. Easy to get around on foot to soak up the history, wander through unique shops and enjoy some fabulous restaurants and pubs, entertainment and events. And you will for sure appreciate the friendliness. Wandering off Queen Street who should be walking alone towards us but Premier King, greeting us with, “David, good to see you again. Enjoy your time here – and keep spending that Calgary money.” We just have to go back – there wasn’t near enough time to enjoy all P.E.I. has to offer. ~ David Parker


2019 Alberta Business Hall of Fame - Southern Alberta

Geoffrey Cumming

Jay Westman

Margaret Southern

Suzanne West

Celebrating Great Business Leaders and their Impact BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // NOVEMBER 2019





n its 16th year, Junior Achievement (JA) Southern Alberta is inducting four individuals into the Alberta Business Hall of Fame - Southern Alberta. With a vast array of accomplishments, these four great Albertans have each contributed to the province in unique and far-reaching ways, helping to shape our past, present and future. Though their stories are unique, their impacts are similarly profound. “It is an incredible privilege for JA to recognize these individuals and we are so grateful to them and to the community for the continued support of this event and of JA and our programming,” says Melissa From, president and CEO of JA Southern Alberta. “JA is working hard to create a generation of visionaries, trailblazers, global citizens and community builders. I can’t think of better role models for our students.” This year’s inductees include, for the first time, two women. Margaret Southern is known as the matriarch of Calgary who, along with her late husband Ronald (founder of ATCO Group), founded and built Spruce Meadows, the internationally-renowned equestrian centre in Calgary; Suzanne West (1965-2018) was a pioneer in her field as the only woman in the graduating class of her engineering program and a disrupter of the natural resources sector in the way she did business; Geoffrey Cumming exemplifies just how global the business world is and made the single-largest donation to the University of Calgary in its history; Jay Westman, chairman and CEO of Jayman BUILT, has led the company to great heights over the past 39 years, and is a shining example of a visionary who brings things to life. Each of the laureates has also given much of their time and money to charitable causes in the city, including in the areas of health care, education, homelessness, sport and recreation, and civic beautification. An independent selection committee chooses the inductees each year under the guidance and leadership of Bob Sutton, Marnie Smith and the Korn Ferry team. Nominees are evaluated based on business excellence, entrepreneurship,

business ethics, leadership, community engagement and philanthropy. “It is a very tough job to make this selection each year,” From says. “There is no shortage of incredible business stories and deserving individuals in our province.” JA Southern Alberta works with over 32,000 students each year, teaching them financial literacy, work readiness and entrepreneurial skills. “There is a lot of talk about the economy these days,” From says. “Household debt is at an all-time high. Government debt is an all-time high. It is just too easy to spend money that we don’t have in this day and age of quick swipe and Apple Pay. JA teaches young people about personal finance, the risks associated with debt, and the need to balance budgets in your home and in your business.” In addition to teaching financial literacy, JA is raising the next generation of entrepreneurs. “We need innovators to continue to grow our economy and create jobs, opportunity and wealth for everyone,” From says. “JA equips young people to see this as a viable future for themselves.” The Gala Dinner and Induction Ceremony was held on Thursday, October 24, 2019 at the Calgary Hyatt Regency.




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Geoffrey Cumming An economist by trade, Geoffrey Cumming has had a global perspective all his life. From a childhood desire to live in New Zealand to the many globe-spanning commercial interests and philanthropic initiatives he contributes to today, Cumming is a man of the world. Calgary, one of his home bases, is a fortunate beneficiary of his work. “I came to Calgary because I’d started mountain climbing in the Rockies,” Cumming recalls of his decision to leave Kingston and study economics at the University of Calgary. “I loved the mountains.” After graduating with honours, he completed his master’s degree at the London School of Economics and doctoral coursework at UBC. An early job was with the Government of Alberta, where he became senior international economist. He then moved to RBC and to investment firm Peters & Co. in the late 1980s. “It was an influential period in my life,” he reflects. “I was leading the mergers and acquisitions business at Peters & Co. and I sold an oil company to George Gardiner, a wealthy Toronto businessman. He was a fine person and he asked me to become CEO of the energy company.” Cumming ran Gardiner Oil & Gas and eventually took over the investment side of the parent company, Gardiner Capital Group, which he continued after he moved to New Zealand in 1994. In Auckland, he started his own firm, Emerald Capital. In 2002, he launched Karori Capital, which he still leads, before returning home in 2007. Today, he splits his time between Calgary, Vancouver and Auckland. “I’ve been involved with many companies over the years,” he says. “I think I’ve been on the boards of directors of some 40 companies. Probably half have been international. I’ve worked on quite a number of continents and it’s been hugely varied and remarkably interesting.” One company of which he is a particularly proud significant shareholder is Ryman Healthcare Limited, developer of fully-integrated retirement villages. “When I first became an owner, it was a small company with perhaps 50 employees,” he says. “Now they have 6,000 employees and a huge building program with 20 villages in planning or under construction in New Zealand and Australia.” Cumming also conceived of, and funds, the annual Ryman Prize, an international award of $250,000 which goes to the person or organization making the greatest advance globally to positively impact the elderly.



With an appreciation for the importance of medicine – his father was a doctor and involved with Queen’s University and his mother sat on Queen’s medical admissions committee – Cumming donated $100 million to the U of C in 2014, one of the largest donations ever to a Canadian university. The donation, matched by the province, established the Cumming Medical Research Fund in two areas: the human microbiome and neurological diseases. “Firstly, I wanted to thank my parents; they are wonderful parents,” he explains. “Secondly, the funding of medical research is poorly structured in my view. If you want to deal with big issues like cancer and Alzheimer’s, you need multidecade research projects with long-term financing. Thirdly, I wanted to attract the very best people in the world here. “For all of humanity, medical research has been important,” he adds. “While it’s great for the city and province, it will also benefit the world.” Other philanthropic initiatives include the development of public policy for a stable and sustainable global population, a recent $6-million donation to the Centre for Affordable Water and Sanitation Technology (CAWST), and support for environmental initiatives in Canada and internationally. “I never thought I’d be in the position I am today,” he admits. “It takes a lot of good luck. You need to be exposed to great people and you’ve got to work hard. Fundamental values are critical: decency, long-term vision and a desire to achieve significant advances. Things don’t just happen, you have to make them happen.”


Margaret Southern Sport has been a focal part of Margaret Southern’s life since childhood. Growing up on a farm near Okotoks, her early years were spent outdoors, playing everything from hockey and baseball to basketball and volleyball, with her twin sister and one-and-a-half-year older twin brothers. Her involvement with sport deepened while attending the University of Alberta, where in 1953 she obtained a degree in physical education and won the Bakewell Trophy as the university’s outstanding female athlete. She then became the first woman appointed as an instructor at the University of Calgary’s physical education department. Southern’s passion for horses was also founded in her childhood on the farm. It was something she passed on to her two young daughters, Nancy and Linda, whom she would take riding. It was the intersection of these two passions – sport and horses – which culminated in Southern, along with her husband Ron, founder of ATCO Group, opening Spruce Meadows in 1975. Forty-four years later, the equestrian centre is recognized as one of the top two showjumping facilities in the world. “Once our girls got involved with horses, we realized there was no top place in Alberta at that time for young women and men to develop in that particular sport,” Southern reminisces. “We started out with just a small stable, three grass jumping rings and a riding hall.” But with a background in the organization of sport, the Southerns soon decided to grow Spruce Meadows beyond a local riding club and into an international facility. To this end, they travelled to Switzerland and met with officials from the Federation Equestre Internationale (FEI), the world’s governing body for equestrian sports. “We told them we’d like to host an international competition,” she recalls, “and they said yes. They wanted a competition in Western Canada. Within two years of opening we were able to convince Europeans to come here to compete.” Spruce Meadows soon became Southern’s life. “I would be out there by 8:00 in the morning and I would often be there until 8:00 at night,” she says. “It took a lot of my time, but it wasn’t work. It was something I loved, a real passion. It was my life and I loved it.”

international tournaments. Southern can still be found there two to three times a week. “It’s a beautiful park where people can come out to the country,” she says proudly. “And I hope it will continue to be a recognized establishment that Calgarians can make use of every day of their lives.” Southern has a passion for the outdoors too. She was a founding member of the city’s first Parks and Recreation Board as well as an inaugural member of the Calgary Downtown Tree Planting Committee in 1975. “Four of us decided we would, as a contribution to the city, plant trees along Seventh, Eighth and Ninth Avenues,” she says. “We raised half a million dollars and got the province to match it. We planted 500 ash trees and if you go downtown now, those ash trees still make it very lovely in the summertime.” In 1990, Southern served as a lady-in-waiting to Her Majesty Queen Elizabeth II during her royal visit to Canada. “That was a real honour,” she says. “I think I was probably selected because of my love of horses and animals. Her Majesty is a very gracious and caring woman, just wonderful to be with.” Recipient of numerous awards and recognitions, including companion of the Order of Canada, the Alberta Order of Excellence and being named into both Alberta’s and Canada’s Sports Hall of Fame, Southern’s advice to young people is simple: “Keep a positive attitude. If you can get up in the morning and be determined and have a good attitude as you go through your day, it will make you happier and more successful than most anything else.”

Today, Spruce Meadows hosts the world-leading “Masters” tournament every September in addition to four other major BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // NOVEMBER 2019



Jay Westman In 1980, a 22-year-old Jay Westman co-founded Jayman BUILT with his father, the late Al Westman. Notwithstanding the declining home market, the pair started with $30,000 – secured through equity in Westman’s new home as well as the cash in of some Alberta Energy shares – and built one single-family home in Woodbine. Almost 40 years later, Jayman BUILT is at the height of its industry, with 27,766 homes built to date and 270 employees. It has been named Builder of the Year 16 times and top single-family builder in Calgary 31 out of 39 years, averaging around 1,000 single-family and multi-family homes in Calgary and Edmonton per year. All the while, Westman has been at the helm. To what does he owe this fantastic success? “I’ve developed a tremendous amount of processes and systems,” Westman explains. “Best practices in all aspects of the business. Foundational pieces to build with consistency. And we’ve learned from our mistakes.” Forty years have seen many ups and downs, and Westman’s approach to his business has been methodical. “As we’ve built the business, there have been different shortages that occurred that we’ve had to spend focus and time on,” he explains. “We started off in construction and estimating, and then focused on trade relationships, pricing and buying. Then moved to sales and marketing. Then on to land. As we grew we hired more people and had to focus on the people and financial sides. We were always working on wherever there was a constraint in the business.” Today, the focus is on the market. “There is a shortage of customers,” he says, referring to the economic downturn. “So sales and marketing is key.” He adds that experience has taught him to plan for downturns. “We’ve kept our growth in line in order to handle a downturn. We can feel comfortable to invest and grow on the other side. That has given us great confidence moving forward in the market.” The culmination of two generations of homebuilding, Westman Village – Jayman BUILT’s latest project – is a source of immense pride for Westman. “We’ve got everything there from long-term rentals to starter homes to estate homes to seniors housing,” he says. “It’s a pleasure to be there, to watch people of different groups interact. It’s by far my greatest achievement to date.”



Grateful for his success, Westman gives back to the community in many profound ways. “It’s actually more rewarding to give than to receive,” he says. “Especially to the parts of society that have helped me in life and business. We’ve focused on education, health and shelter.” Named a “Founding Builder” of SAIT – from which he graduated with a business administration designation in 1984 – Westman donated $1 million towards the construction of the Trades and Technology Complex, as well as $6 million to the University of Calgary’s Westman Centre for Real Estate Studies. With a family history of multiple sclerosis (his mother, grandmother, sister and niece have all been diagnosed with the disease), Westman has donated $3 million towards MS research. He is heavily involved with the RESOLVE Campaign to end homelessness, having helped raise $70 million, and has personally donated $1.4 million to the Mustard Seed. “I lead by example,” he reflects. “I wouldn’t ask anybody to do something that I wouldn’t and haven’t done myself. I try to demonstrate leadership in every way I can.” One of these ways is with respect to the environment. In 2005, Westman brought Built Green to Canada. “We’ve built the most energy-efficient homes here since 2005,” he says proudly, noting all Jayman BUILT homes now come standard with solar panels. “We’ll continue to lead that initiative and do everything we can to be environmentally friendly.”


Suzanne West Rebel with a cause. Disrupter. Champion of the underdog. Hugger. These are just some of the ways to describe Suzanne West. To those who knew her best she was compassionate, non-judgmental and wise, always encouraging the best from others, always grateful for what she had. To everyone else she was a visionary entrepreneur who rejected the status quo, pushed the boundaries of the oil and gas industry, and set out to transform it for the better. In her short 52 years, West became many irreplaceable things to many people. “Suzanne never did anything at 80 per cent,” recalls Kathy Rwamuningi, West’s younger sister. “She was always at 110 per cent.” This energy was apparent in a young West who, in high school, knew she wanted to be an engineer. “She always loved learning, was a voracious reader. I remember her spending most of high school in the basement studying. And she graduated top honours.” High marks meant many scholarships, and West went on to graduate from the University of Calgary with a degree in chemical engineering with honours, without having to pay. West took her first job out of university at Imperial Oil in 1987, then moved to Gulf Canada in March 1996. When not at her full-time job, she also taught fitness classes, including a free boot camp. “But she started to feel the limits of being in an Old Boys club,” Rwamuningi says, “and she became disenchanted with the industry. They weren’t utilizing people to the best of their abilities. So, she decided to mortgage everything and go out on her own, start her first oil and gas company.” In March of 1999, at 33 years young, West started Touchstone Petroleum Inc. Over the next 14 years, she would go on to buy, develop and sell several properties: Chariot Energy Inc., Auriga Energy Inc. and Black Shire Energy Inc. After attending a retreat on Necker Island with Richard Branson in February 2013, West had a new purpose. “She returned and wanted to create an environmentally-sustainable oil and gas industry,” Rwamuningi explains. “She said, ‘I decided to come home and change my entire industry.’ And that’s what she spent the rest of her life trying to do.”

She started Imaginea Energy – which stood for “imagine a new way of doing business” – in November of the same year. “She was the poster child of People-Planet-Profit,” Rwamuningi says. “She believed that people and the planet and profit can always work together. It’s about having ‘and’ as a solution, it doesn’t have to be ‘or.’” West had just started Imaginea 2.0, focused directly on environmental technology, when she was diagnosed with brain cancer in January 2018. After a short eightweek battle, she passed away on March 6, 2018, at home surrounded by her family and dog. One of her favourite charitable initiatives was Steps to End Homelessness, created in 2010. Each year on or around her birthday, West would invite individuals to climb the staircase on Crescent Road NW to raise money for Inn from the Cold. “Rain, shine, snow – she wouldn’t miss that day,” Rwamuningi says. “She loved it.” Her passion and efforts to help others live on through Power of One, the charitable foundation West created. “She believed that one individual can make a difference in the world,” Rwamuningi says. “Anything to do with children, education or animals – my sister was always happy to help.”








hat makes an organization a “good” place to work? What do prospective employees look for? For most, brand value, salary and perks seem to top the list of tangible benefits, and many hiring managers believe that this alone is sufficient to attract top talent and “solid” employees. But what many often overlook is the importance of workplace culture; a positive and empowering workplace culture will almost always lead to loyal and motivated employees. On the flip side, a negative and toxic workplace culture will result in internal instability and demotivated employees, regardless of how talented and qualified they are.



Psychologically Safe Workplaces are Good for Business If you are operating a business in Alberta, chances are good that in the past year, you have addressed a complaint about harassment and bullying in the workplace. According to CPHR Alberta’s Fall 2019 HR Trends Report, 62% of human resources professionals reported that their organization received at least one formal complaint and 27% saw an increase in the number of complaints compared to the previous year. This is not surprising when you consider the rise of the #metoo movement as well as the fact that Bill 30 came into effect on June 1, 2018. Both factors have contributed to an increased awareness of bullying and harassment in the workplace. The good news is most organizations in Alberta with HR professionals have policies in place to address harassment, bullying, and violence in the workplace. Overall, 82% have a respectful workplace policy and 9% are currently developing one. Additionally: •




If, as an organization, you don’t yet have these types of policies in place then now is the time to begin creating a psychologically safe workplace. Creating such policies are only the beginning. As with all policies and procedures, they are only effective if people are aware of them, understand them and are trained to follow them. It is critical that all employees understand their responsibilities in creating a psychologically safe workplace and understand how to report an incident of bullying or harassment. CPHR Alberta’s HR Trends Report found that 9 out of 10 organizations have a framework in place for employees to formally submit a complaint, but that organizations with less than 100 employees are less likely to have a framework. If you are not sure how to establish an effective framework for these sorts of complaints, start a conversation with your HR leaders. Offering respectful workplace related training is an area where Alberta organizations can improve. Only two-thirds of respondents indicated that their employer offers this kind of training to their employees and only a little more than half require employees to complete this respectful

workplace training. Respectful workplace training will equip your staff with the tools to: •




As you likely know, harassment and bullying is not just a concern you face from peers or leaders, but also from the general public. A 2016 survey by Statistics Canada found that among respondents who experienced harassment at the workplace, 53% of women and 42% of men stated that the harassment they experienced came from a client or customer. Be sure that your policies and training take into account this potential source of harassment. Employers must also be prepared to follow through on complaints. When a complaint comes in, take it seriously and follow your policies and procedures. Employers are required to fully investigate complaints and take appropriate action or they leave themselves open to the possibility of an OH&S investigation. Have a trained investigator conduct the investigation in a timely manner. If you don’t have someone in-house who is trained to investigate, engage a qualified and experienced third party. CPHR Alberta has a directory of HR consultants, many of whom are experienced in conducting workplace investigations. After an investigation concludes, be committed to correcting and mitigating any allegations that were founded. If a complaint is found to be substantiated follow through with appropriate discipline, otherwise, you will be negating your responsibility as an employer of ensuring a safe workplace. Treating the workplace hazard of bullying and harassment seriously will have a positive impact on your organization. When employees feel psychologically safe at work, they will be more productive, and that will be good for your business.

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What companies need to consider are the intangibles, which are far more important. Leaders who inspire and empower their staff and hire based on fit with the company culture will experience much more favourable results versus those who hire purely based on skill. Typically, there are four types of culture in the workplace: team culture, performance-driven culture, conventional culture and progressive culture. Team-oriented companies hire based on fit first, followed by skills and experience second. This culture tends to offer employees more flexibility and autonomy. Research supports the idea that employees who work in this type of environment tend to be happier and more productive. In a performance-driven culture, leaders are driven and have high expectations of their employees, as the objective is to succeed. This type of culture is more aggressive than teamoriented cultures, however, employees learn to think outside of the box and challenge themselves to push the boundaries of the status quo. Conventional culture, also known as traditional company culture, is an “old school” mentality. Roles are clearly

defined and companies that fall into this category aim to provide high-quality customer service. More often than not, this type of culture also follows proper procedures, protocols and processes. The progressive work culture resembles, somewhat, the team-oriented culture in that it focuses on people who have the ability to bring positivity and confidence to the workplace. This culture, however, also aims to build positive experiences for its customers by first creating positive work experiences for its employees. WestJet Airlines’ senior manager of talent Lisa Helfrick says its company culture is without a doubt a competitive driver in attracting top talent. She explains, “Its original core principles are today represented by four values, which cut to ABOVE: WESTJET PHOTO SOURCE: IMAGE BY DAVID MILLICAN FROM PIXABAY






he new TELUS Sky building is transforming the Calgary skyline. Inside, on the 27th and 28th floors, a new made-in-Canada coworking option is redefining the office concept just as much: the city’s first iQ Offices location, opening in early 2020. With a 51 per cent increase in inquiries about coworking office space in Calgary*, the timing couldn’t be better. iQ Offices was founded by Canadian entrepreneurs Alex Sharpe and Kane Willmott in 2012, out of the need for an alternative to noisy, privacy-challenged coworking environments. “When we became coworking members almost a decade ago, we realized our team’s needs were not fully met,” says Kane Willmott, CEO of iQ Offices. “Overheard confidential conversations, distraction and insufficient office management service inspired our concept. We believed there was an unaddressed need for coworking spaces catering to the requirements of high-performance companies.” iQ Offices has been the preferred choice in Vancouver and Toronto for everyone from blue-chip companies needing extra space to scrappy startups. The design is beautiful but iQ members will stress that’s not the only reason they join. They know when it comes to attracting and retaining talent, an office designed for focus, productivity and privacy is key. Especially in the tech sector. San Francisco-based tech company, Tile, is the category leader in tracking devices that can be attached to keys or other objects that may be hard to locate. It recently established an engineering hub in Canada and chose iQ Offices to house its growing operation.

“Tile is growing rapidly and is looking to attract top talent. This means having a great office in a great location to support the growth,” says Tile’s Corey Cotter of their iQ Offices suite. “Building out an office takes a lot of work. Having someone to support the team on these aspects lets us focus on bringing on additional talent and growing our business. Privacy in the workplace is also very important for us because we have a significant amount of proprietary technology.” The iQ Offices space is bright and airy with floor-to-ceiling windows, 24-hour private balconies, privacy screening, sit/stand desks and access to the on-site fitness centre. A state-of-the-art sound attenuation system, sound baffles throughout and firewall-protected enterprise-grade Internet connectivity help secure intellectual property. “It’s no secret that the quality of your workspace helps to attract and retain talent,” says Willmott. “It’s now possible to have a premium office in the best location without the high cost. Coworking not only offers a flexible, scalable, full-service office solution – in many cases it’s more affordable than a traditional lease. When the office is the second-largest line item on the balance sheet, you can’t afford to not consider coworking.” For companies interested in learning about the benefits of coworking, iQ Offices is hosting hard-hat tours. Book through *Instant Office brokerage, 51 percent increase in 2019 over the same period last year

Companies that are in a great place usually are.


HELFRICK SAYS THAT WHEN THE COMPANY IS INTERVIEWING POTENTIAL EMPLOYEES, IT SEEKS TO IDENTIFY EVIDENCE OF THE AIRLINE’S FOUR CORE VALUES. AS WELL, PUTTING OTHERS FIRST, GOING ABOVE AND BEYOND, NATURAL LEADERSHIP AND OWNERSHIP, PROBLEM SOLVING AND LEARNING AGILITY, AND PROFESSIONALISM DURING CONFLICT OR CRISIS ARE ALSO KEY CHARACTERISTICS WESTJET LOOKS FOR IN NEW HIRES. the heart of the WestJet ethos: act like an owner; care from the heart; rise to the challenge; and work together to win.” Currently, 86 per cent of the 14,000 “westjetters” participate in the airline’s employee-share purchase program which sees them receiving a profit share each year, based on the success of the airline. This concept of sharing profit creates a “we can do this together” attitude which, in turn, creates a positive and empowering workplace culture. Helfrick says that when the company is interviewing potential employees, it seeks to identify evidence of the airline’s four core values. As well, putting others first, going above and beyond, natural leadership and ownership, problem solving and learning agility, and professionalism during conflict or crisis are also key characteristics WestJet looks for in new hires. For Monique Popko of First Edition First Aid Training Inc., organizational culture is necessary when it comes to business structure. “It works to a company’s benefit to have an organizational culture that is continually evolving; one that is too rigid allows for no growth.” Popko doesn’t believe that “filling a job” is the right way to go. For her, building a positive team environment can have huge impacts on the business and the team’s well-being. “It’s about a good work-life balance,” she explains. “When hiring, I of course look at qualifications but I also invest time in looking at the person, finding out their likes and dislikes, how they deal with conflict etc. and how they complement our existing team.” Putting people first is a key ingredient to building successful teams and also creating positive workplace culture. It has



been proven that when people feel valued and have their voice heard, they are more productive and willing to go above and beyond for the company. A 2018 Nielsen survey indicated that a higher salary was most often the reason for accepting a new job – but there were other reasons that followed closely behind compensation. The survey revealed that employees were likely to leave due to lack of interest in their job, followed closely by not feeling valued and/or respected as well as the lack of opportunities to grow within the organization. Helfrick adds that WestJet has a notably flat organizational structure. “The distinct lack of hierarchy sees the CEO and all senior executives making in-flight announcements, serving drinks to guests and pitching in with cabin-cleaning duties alongside the front-line crew.” Yasmin Abraham, senior vice president of Kambo Group, says, “Our culture is both team driven and progressive. We believe in working in a collaborative manner; where all ideas and opinions are heard and respectfully challenged. We want to get it right rather than be right. Also, we value progress over perfection; we encourage our staff to be the best they can possibly be – to question the status quo and to improve every day.” Abraham echoes Helfrick and Popko’s comments, “We believe in building a team and not just filling a job. We’re a people-first organization, both in the services we provide and in the company culture we promote. We believe family, health and career success should not be mutually exclusive.” So, then, if a positive workplace culture ensures retention, loyalty and increased


YASMIN ABRAHAM, SENIOR VICE PRESIDENT OF KAMBO GROUP, SAYS, “OUR CULTURE IS BOTH TEAM DRIVEN AND PROGRESSIVE. WE BELIEVE IN WORKING IN A COLLABORATIVE MANNER; WHERE ALL IDEAS AND OPINIONS ARE HEARD AND RESPECTFULLY CHALLENGED.” performance, what does a toxic workplace culture lead to? Helfrick says, “Lack of attention to maintaining a company’s reputation as an employer has damaged large companies with clear business strategies. If employees do not believe in the product and purpose of the business and their role in it, how will the guests be convinced to buy the product?” The WestJet story is one that continues to inspire its employees as well as its customers. “As WestJet pursues an ambitious global agenda and continues to advance the guest experience,” says Helfrick, “we believe WestJet’s competitive culture, one that brings the humanity in flying to our guests in an industry that has become so commoditized, will continue to be our greatest advantage. We continue to invest heavily in people programs across the mental health, inclusion,





psychological safety and work environment initiatives to further the human experience in our workplace.” Helfrick is proud of WestJet and its continued success built on the airline’s culture. “Culture has always been WestJet’s differentiator against our competitors which has enabled us to attract and retain top talent – and we believe that talent, development and culture strategies are inseparable from business strategy. When selecting talent, we hire for values that align to our core beliefs in addition to honing in on the unique ideas each individual

brings or could bring to our business. The diversity of thought within our employee base at all levels is what drives the growth mindset, grit and innovative nature of our culture, which has ultimately resulted in 52 quarters of profitability – unique results for a younger airline competing within a low-margin industry.” A company’s culture can either make or break its employees. Creating a healthy and positive workplace culture that aligns with the company values will contribute to a more engaged and loyal group of employees.

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tore shelves are lined with sunscreens. Sun-protection literature is ubiquitous. Yet melanoma rates continue to rise in Canada. Evidently, there’s a huge disconnect between knowledge and sun-protection practices compounded by misconceptions, invincible attitudes and a desire for the sun-kissed look. According to the Canadian Dermatology Association (CDA), there has been a significant increase in the percentage of Canadians who believe that sun exposure without sunscreen is needed to meet vitamin D requirements. This is a fallacy – especially given that 80 to 90 per cent of skin cancers are caused by exposure to ultraviolet (UV) radiation from the sun, tanning beds or sunlamps. Early sun exposure is a major risk factor, underlining the importance of sun protection during childhood. “Effects from the sun are cumulative and delayed often by one or two decades,” says Dr. Todd Remington, a certified dermatologist at Calgary’s Remington Laser Dermatology Centre. His father Dr. Kent Remington opened this first private laser clinic in Canada in 1979.



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“EFFECTS FROM THE SUN ARE CUMULATIVE AND DELAYED OFTEN BY ONE OR TWO DECADES,” SAYS DR. TODD REMINGTON. Genetic predisposition is also a major risk factor. The two skin types at the highest risk of skin cancer are fair-skinned people (especially with reddish hair, prone to freckling and of Irish or Scottish ancestry) and Caucasians. The best beauty secret is sunscreen, says Remington. Aging of the skin, wrinkling, sunspots and freckling are all caused by sun exposure so the best anti-aging agents are sunscreen and sun-protective measures. If you’re travelling to warmer climes for the winter, he urges the use of sunscreen with SPF 60 for prolonged outdoor activity. Reapply sunscreen every two hours and reapply if you’re sweating and after swimming. “I’m terrified of the sun,” admits Erin Rollheiser, 31, of Cochrane, after being diagnosed with stage 3 malignant melanoma six years ago. Suspecting that being fair skinned and many childhood sunburns were a cause, she is vigilant about lathering sunscreen and dressing herself and her two young boys in longsleeved rash guard shirts when they play in the sun. Add a wide-brimmed hat, and sun-protective clothing is more effective than sunscreen, says the CDA.






SINCE UVA RAYS ARE CONSTANT THROUGHOUT THE YEAR, SPF 60 IS RECOMMENDED FOR OUTDOOR WINTER ACTIVITIES, LIKE SKIING WHERE THERE’S A REFLECTION OFF THE SNOW AND A HIGH ALTITUDE THAT EXPOSES YOU TO MORE RAYS. Avoid tanning beds. Many people think that visiting a tanning bed to get a “base tan” before jetting to a tropical spot will prevent a sunburn. “A suntan from a tanning bed is equivalent to SPF 4. It’s only giving you a false sense of security and exposing you to significant ultraviolet radiation,” says Remington. Since UVA rays are constant throughout the year, SPF 60 is recommended for outdoor winter activities, like skiing where there’s a reflection off the snow and a high altitude that exposes you to more rays. --------------There are many types of skin cancer but the three main ones are melanoma and the non-melanomas basal cell carcinoma and squamous cell carcinoma.

Basal cell carcinoma Basal cell carcinoma (BCC) is the most common skin cancer but the least dangerous and most curable. It can appear as a translucent bump; a scaly, reddish patch; or a white, waxy scar-like lesion on the face, neck, ears and scalp. If a biopsy confirms BCC, it is typically treated in a dermatologist’s office by surgical excision, or Mohs surgery, in which the cancerous skin is removed layer-by-layer with local anesthetic, and analyzed in clinic, until no abnormal cells remain. When detected early, it has the highest cure rate of more than 99 per cent. Treatments are based on size, location and depth of the tumour and also include prescription topical creams; a new treatment called photodynamic therapy combining photosensitizing drugs and light; electrodessication and curettage which involves removing the surface of the skin cancer with a scraping instrument (curette) and then searing the base of the cancer with an electrocautery needle; and laser.

Squamous cell carcinoma Squamous cell carcinoma (SCC) is the second most common skin cancer. The low-risk squamous cell carcinoma in situ is confined to the epidermis and is treated similarly to BCC. Invasive squamous cell carcinoma goes deeper than the epidermis, invading the dermis and is typically treated with surgical




excision. These firm, red nodules, scaly or red sores are usually found on the scalp, neck, chest, upper back, ears, lips, arms, hands and legs but can, though rarely, occur inside the mouth, the bottoms of feet and on genitals.

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“SCC is slightly more likely to spread to distant sites, and therefore has a higher mortality than BCC,” says Calgary’s Dr. Susan Poelman, a certified dermatologist with the CDA. Important to watch for is actinic keratosis (AK), a precancerous skin condition on sun-exposed areas such as the face, ears, neck, lips, arms and hands. It appears as rough, scaly or flaky patches of skin that are treated with liquid nitrogen, photodynamic therapy or prescription topical creams. If left untreated, AK has about an eight per cent chance of turning into SCC.

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Melanoma is the most serious type of skin cancer. According to the Canadian Cancer Society, melanoma is the fourth most commonly diagnosed cancer at seven per cent, after breast (23 per cent), thyroid (13 per cent) and colorectal (eight per cent) in Canadians aged 30 to 49. In 2019, an estimated 4,300 men will be diagnosed with melanoma and 840 will die from it; 3,500 women will be diagnosed and 280 will die from it.

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Half of melanomas arise from a changing, pre-existing mole (nevus), and the other half are new, appearing on normal skin. Early detection is key to successful treatment so it’s crucial to watch for unusual-looking growths with such characteristics as ABCDE: A is for asymmetrical shape. B is for irregular (notched or scalloped) borders. C is for changes in colour or uneven distribution of colour. D is for diameter: new growth in a mole; six millimetres or greater is considered high risk. E is for evolution: changes in a mole’s size, shape, colour, elevation or new symptoms such as bleeding, itching or crusting.

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TREATMENT A biopsy provides the most accurate diagnosis. If you receive a melanoma diagnosis, the type of treatment depends on how deep it is. The melanoma can grow laterally without issue, but when it grows vertically, entering the bloodstream and the lymphatic system, it can cause serious complications and is one of the most lethal cancers.

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If it’s a shallow melanoma, less than one millimetre deep, it can be removed by excision or Mohs surgery with an excellent cure rate. If it’s deeper than one millimetre, patients will be sent to the specialty melanoma clinic at the Tom Baker Cancer Centre. For advanced melanoma, major breakthroughs have occurred in the past decade with a class of medications called biologic therapies that target specific components of the immune system to help fight off the melanoma. Rollheiser initially thought the irritation on the back of her right upper thigh was an ingrown hair until she popped it and the puss-filled sore never healed. She advocated to see a dermatologist, her first visit at age 25. In two separate surgeries, oncologists at Tom Baker removed the five-millimetredeep melanoma and a lymph node and then the remaining lymph nodes from her leg. --------------It’s never too early to see a dermatologist, especially if there are risk factors, says Poelman. Visit a dermatologist once a year, and if you notice any suspicious skin changes between visits, see your dermatologist immediately.




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nce an underdog in the world of architectural creativity, Calgary is emerging as a front-runner in North America with several celebrated high-profile projects that are bucking the city’s conventional norm, say industry experts. Yet the real impact of this artistic upheaval is still yet to come, as these insiders point to several recent and upcoming projects that will continue to put Calgary on the global map. “Times have changed here in the city,” says Ryan Bessant, president of Calgary-based Heavy Industries, which is behind projects such as the Emergent exhibit at the Edison building, the Delta Gardens in West Eau Claire and the Wonderland sculpture at The Bow. “The market is demanding more uniqueness to differentiate why someone would want to live or work there than somewhere else. It’s more than just a community or building with a cool name and logo. Calgarians want a better story. They want more purpose and intention behind the design of something.”





Projects such as the Central Library and National Music Centre have caught the world’s attention, with the former recently being celebrated as an “architectural masterpiece” by Time magazine in the publication’s 2019 list of Greatest Places. The reverberation of that creativity is now being felt citywide. Heavy Industries – which specializes in fabrication, installation and art project management – is collaborating with builders such as Mattamy Homes in the southwest community of Yorkville and Qualico Communities in Harmony on placemaking features that aim to create something for the community to rally around.



“What we’re doing is one per cent, or far less, of a full project budget, but the impact we can make in what we do and how we do it is much greater,” says Bessant. “We can make up 99 per cent of the first and last impressions. “It’s really driven by: what kind of unique experience can we add through something that’s built into a community or development?” In the beltline district, meanwhile, the Underwood Tower on First Street SW is ground floor to a new food movement in the city that is blending an old-world theme with a fresh architectural design.


Home to the upcoming First Street Market, the main floor of the 30-storey condominium building will feature an 8,000-square-foot European-inspired food hall that features 10 chef-inspired stations and opens up to a 50-seat patio backing onto Haultain Park. Designed by McKinley Burkart with construction overseen by Ryan Murphy Construction, the market will be the first concept of its kind in Calgary when it opens early next year. “First Street Market is an example of building owners getting creative to attract tenants and foot traffic in areas of the city that have visibly been impacted by the economic slowdown,” says Lara Murphy, director of business development and strategy at Ryan Murphy Construction. Murphy points to the added uniqueness of the Underwood Tower where it preserves and incorporates

the original Underwood building, a red-brick structure built in 1905. “When you face the market, to the right, there’s the facade of this heritage 1900-era portion of the building that had been there,” says Murphy. “It adds a unique character to the face of something new.” In the southeast community of Seton, Wellspring Calgary recently lifted the veil on the new 12,000-square-foot threefloor Randy O’Dell House, one of the first WELL-certified buildings in the province. The not-for-profit cancer support organization offers resources, support and programs for people (and their families) living with cancer after their diagnosis. When organizers began planning for a new location in Calgary, they wanted to make sure they were building a safe space for their members.


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WELL IS SIMILAR TO LEED, BUT IS A SEPARATE CERTIFICATION AROUND THE HEALTH AND WELL-BEING OF THE PEOPLE IN THE BUILDING. ALL CONSTRUCTION MATERIALS HAVE TO GO THROUGH BACKGROUND CHECKS TO ENSURE THEY DON’T CONTAIN ANY CARCINOGENS OR HARMFUL MATERIALS. “Some of the things that came up again and again in our consultations were our members’ concerns about the materials going into the house – specifically, the materials that go into buildings and furniture, and how it impacts our health,” says Niki Fehr, centre manager of Wellspring Calgary Randy O’Dell House. “So, we looked at building the Randy O’Dell House to WELL Building Standard. This is where the excitement about the building itself comes.” WELL is similar to LEED, but is a separate certification around the health and well-being of the people in the building. All construction materials have to go through background checks to ensure they don’t contain any carcinogens or harmful materials. The certification also includes other requirements such as how much light comes into the building, access to nature, water quality and the food offered. The staircase to the second floor even had to be positioned in the middle of the building to promote fitness. “One of the big stressors that people face after being diagnosed is fear of reoccurrence. People become hyper aware of their environment,” says Fehr. “By building the building to WELL certification, we are taking an extra step to fulfilling our mission and creating a safe space, both physically and psychologically.” After first breaking ground in June 2018, the building opened to the public this past October. It was designed by S2 Architecture, with construction overseen by Centron. From care to collaboration, Canada’s first co-warehousing facility for tradespeople also opened this year when TradeSpace launched in the city’s southeast. Housed in a 40,000-square-foot warehouse, TradeSpace offers access to warehouse and yard space, as well as private



offices, boardrooms, flex desks, common meeting spaces and a funky central café area with an indoor garden. “It was born out of necessity. With the real competitive landscape right now, a lot of the mid-sized and smaller contractors and subcontractors are trying to find ways to manage overhead to remain competitive,” says MINT Projects president Jordan Tetreau, who helped design the space and is also co-founder of TradeSpace. Current tenants range from an electrical contractor and land surveyor to a custom homebuilder, a meat delivery service company that was featured on Dragons’ Den and a company that modifies Mercedes-Benz Sprinter vans into campers. “We live in a really entrepreneurial city right now,” says Tetreau. “There are a lot of subcontractors who want to go out on their own and forge their own path and build out their own businesses their way. “We originally thought it would be just for tradespeople, but obviously a lot of folks don’t fit the traditional coworking model that’s just traditionally an office.” Tetreau adds projects such as TradeSpace and First Street Market are only helped by the exposure other larger construction initiatives have recently brought to Calgary. “There’s a talented group of people here with a lot of pride in their city,” he says. “Some of the more traditional larger-scale construction here in Calgary might be considered typical, but then around the corner you’ll see something like the Central Library and National Music Centre that really break the mould. “Calgary should be pretty proud of those achievements, and I’m sure there are more to come.”

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Keys to Growing Business W

hat it takes to grow a business is an oversimplified and misleading generalization. What it takes to grow a Calgary business is even trickier and challenging. “The keys to growing business in Calgary are networking and listening to people,” says Alexander von Gramatzki, CEO of Live Timeless – the successful wellness products and data analytics company – and an EO Calgary member. “There is a lot of wisdom to be shared by people. When we listen to what other people have to say, there is often an opportunity for my company to play a role in solving someone else’s problems. “We are focused on the health industry, which will never disappear. Combined with constantly improving technology, we wanted to be in a growing market like Calgary and become experts in that market.” For Shelly MacGregor, EO Calgary member and president of Apex Massage Therapy, Calgary’s premier therapeutic massage clinic doing more than 15,000 massages a year, “From the perspective of our personal service business, I feel growing our business relies on relationships with staff, transparency with customers and respect for vendors. Being supportive of the community is also important, and often they reciprocate.” EO Calgary member Colette Hamon, founder and owner of BraTopia – the popular and successful full-service lingerie and swimwear boutique – emphasizes a sometimes-undervalued Calgary factor: business diversity. “Growing a business in Calgary requires that Calgary be understood holistically for all that it is, for everyone that is here and all of its diversity,” she says. “I have never been

able to define who my core customer is, but being fluid and accepting of who walks through our doors every day, and nurturing those relationships, we keep growing. The diversity of the businesses that call Calgary home never ceases to amaze me. “I once worked in oil and gas, and that felt like the centre of the universe. But what has really showed Calgary’s diversity is the tough times in oil and gas. Who has risen? Who has stayed strong? And companies that were not always attracted to competing against the resource community have turned up.” The dynamic von Gramatzki also underscores the importance of Calgary’s business diversity. “Calgary is not as diversified compared to other major cities, but it’s becoming much more diversified than it used to be. And diversification opens the door to more possibilities. I still see a lot of people not being comfortable with alternative investments and being comfortable with the status quo.” Shelly MacGregor adds a recent experience. “I was in a classroom with 37 entrepreneurs, and the diversity was evident – so many small business owners in manufacturing Canadian products, managing properties, national marketing agencies, technology, private vocation and many more.” She adds Calgary’s business diversity may also be tied to its energy-sector driven economy. “We are a country of less than two per cent of the global population, living in a resourcerich country. The tradition as an energy country drives many other industries. Its volatility is directly linked to challenges and successes we face as a community but Calgarians know how to survive.”

Contributing Members:

Colette Hamon

Alexander von Gramatzki

Shelly MacGregor

founder and owner of BraTopia

CEO of Live Timeless

president of Apex Massage Therapy

The international Entrepreneurs’ Organization (EO) is the respected, world-wide business networking group — with more than 10,000 members in 35 countries — where business leaders meet informally to brainstorm, compare notes, learn and share relevant discussions about business. EO has 122 chapters around the world, including the Calgary chapter which is the fifth largest and one of the most active EO chapters in the world.


For membership inquiries:

The Calgary Chamber is the voice of the business community. We double down on commerce and work with businesses to create catalysts for growth.



Between the federal election and the provincial budget, October was a stage-setting month for Alberta, and for Canada. As we enter November, our focus shifts to navigating this new landscape and advocating for the issues that matter most to our business community. Federally, we look forward to engaging with the newlyelected government to address Alberta’s business priorities. Our five pillars and 12 recommendations were outlined in our federal election platform, developed in partnership with the Edmonton Chamber of Commerce. The pillars are: developing environmental policies that keep economic growth in mind, expanding market access for our natural resources, updating the federal tax system, closing the talent gap between the education system and employers, and developing a fiscal plan for Canada’s future. The full platform can be found on the Chamber’s website. Developing our natural resources and strategies to fight against climate change remain at the top of the list when it comes to issues of national importance. The Calgary Chamber is proud to have stepped fully into this conversation over the past year as lead of the Canadian Global Cities Council, a collection of Canada’s eight largest chambers of commerce and boards of trade, which culminated at our first Natural Resources Summit held on October 2. In this issue, we have included an overview and key takeaways from that important conversation with leaders. Provincially, we received the government’s first budget at the end of last month. In our provincial platform, we stressed the importance of reducing reliance on royalty revenues to bring budgets into balance and urged governments to limit spending, study and benchmark service delivery against much lower per-person spending in other comparable provinces and eliminate underused or ineffective services. We look forward to diving into the details and working with the province on creating a policy environment that enables Calgary and Alberta businesses to thrive. Within our city, we’re proud to have celebrated Small Business Week and announced the winners of the Small Business Calgary Awards for 2019 at the end of October. A full list of winners is included in the issue. As City of Calgary budget talks ramp up in November for the 2020 fiscal year, we urge the city to take meaningful action. Early last year, the Chamber outlined some strategies that the city should consider, which include: reduce the non-residential to residential tax ratio, focus on cost savings and find operational efficiencies, and sell non-revenue generating city-owned land. To stay up to date on the Chamber’s policy work and receive more information for upcoming events, sign up for the Calgary Chamber’s newsletter at

Sandip Lalli President & CEO Calgary Chamber



Congrats to the Small Business Calgary Award Winners – There’s nothing small about them!


very year, we shine a spotlight on Calgary’s vibrant and robust small business community through the Small Business Calgary Awards.

Small businesses are a vital part of Calgary’s economy, creating jobs, solving problems and contributing to a thriving community. Business owners risk it all, often working long hours with little pay – they are proof that there’s nothing “small” about small business. The Small Business Calgary Awards are all about taking a moment to recognize the dedication and hard work small business owners give to their businesses every day. This year, over 450 businesses applied for eight awards covering various business areas including: company culture, innovation and technology, growth projections, and more. An exclusive panel of judges narrowed the group down to 38 finalists, before naming eight winners at the 2019 Small Business Calgary Awards Gala on Oct. 25, 2019.

Congratulations to the Small Business Calgary Award Winners of 2019: •ATB Small Business of the Year Award: Routine •BDC Emerging Growth Award: Doodle Dogs •KPMG People’s Choice Award: RedBloom Salon •Social Entrepreneurship Award: Mealshare Aid Society •Innovation Award: Helcim •Company Culture Award: Hedkandi Salon •TD Inclusion and Diversity Award: Ecofitt Corporation •BBB Ethical Business Award: Power Properties Ltd. The Small Business Calgary Awards Gala could not have happened without the support of our sponsors. Thank you to all of the award partners.



Congratulations RedBloom Salon 2019 KPMG People’s Choice Award winner A hair stylist listens to their client, understands their needs, and helps them arrive at a solution that makes them feel the most confident. KPMG delivers the same results to our clients, but we leave the creative flair up to our friends at RedBloom Salon! #SBWYYC #KPMGINYYC

Contact Daniel Adams Leader, KPMG Enterprise T: 403-691-8035 E: © 2019 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 25192 The KPMG name and logo are registered trademarks or trademarks of KPMG International. BUSINESSINCALGARY.COM





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Canada Needs More Canada Highlights from the Natural Resources Summit


he Canadian Global Cities Council (CGCC) Natural Resources Summit, hosted by the Calgary Chamber on October 2, 2019, brought together leaders from across Canada to discuss and demonstrate the diversity of our natural resources and how Canada can become a leader in innovation to drive the international efforts to fight global climate change. When we set out this summer to deliver the inaugural Natural Resources Summit we wanted to achieve three things. First, we wanted to demonstrate the diversity in Canada’s natural resources sector, from energy to agriculture and everything in between. Second, we wanted to showcase the innovative and collaborative work that these Canadian industries are doing to develop new technologies. And finally, we wanted to demonstrate the potential for Canada to be a leader in natural resource development “AND” a leader in innovation in the fight against global climate change. We delivered on these goals. The Natural Resources Summit featured two keynote speakers, two panels and an address from the Indian Resource Council (IRC). All parties stressed the importance of creating the right business climate to develop and bring our innovations into reality, the collaborative role all natural resource industries have to play in carbon reduction efforts, and the importance of embracing a global perspective.

Many of the speakers and panellists highlighted, at length, the role Canada can play in reducing global emissions by exporting our natural resources, both our products and our innovative technologies, to displace higher emission energy sources around the world – further reinforcing the significance of Canada’s leadership potential in natural resource development and fighting global climate change.


Article 6 of the Paris Agreement, which enables parties involved to cooperate with each other and transfer emissions reductions, we as citizens and business leaders must also collaborate to maximize our global impact. Rallying to the “AND” – We are at a critical point in Canada’s history; we cannot afford to think only in terms of “pro-energy” or “pro-environment.” We must recognize that we can and have done both and there is still more work to do. In the months ahead, we want these “AND” conversations to continue. These are important conversations that need to be more widely discussed at dinner tables and in public, across the country. We hope that we have armed you with the tools, language and information you need to go home, to work and to social events and continue the conversations that were started at the Natural Resources Summit. Nation-Building – We need to be clear and simple in our approach: Canada needs more Canada. We must come together to stand up for our natural resource economy every single day and create a national vision for the future of our resources. The challenge is not unique to oil and gas; it applies to every natural resource Canada has to offer – from nuclear, to LNG, to renewables. We must actively find and work towards the right business climate to bring our innovations to reality. We also encourage you to think about your own personal transition plan. About how you, as an individual, can do your part in reducing global emissions. What business can do: The business community can continue to advocate for the “AND” perspective and take a holistic view of their sectors. Businesses can also promote the innovations in products and services they have, are and will be adopting to reduce their carbon footprint across industries.

There were three key takeaways from the summit:

What government can do:

Collaboration – We as Canadian business leaders, politicians and communities, working together, will be essential in carrying these conversations forward. In the spirit of

Governments at the municipal, provincial and federal levels can continue to incentivize innovations that are directly reducing GHG emissions in Canada’s natural resource


Leaders of the Canadian Global Cities Council, a group of the largest Chambers and Boards of Trade Across Canada, come together to discuss Canada’s role in being a leader in natural resources development and fighting global climate change at the same time.

industries. Governments must create agile and reasonable regulatory processes that allow Canadian businesses to remain competitive in an increasingly global market and support projects that provide increased market access for Canadian resources. What academia can do: Academia can research and highlight the most effective ways Canada can reduce GHG emissions nationally and globally. Academia also plays a crucial part in providing factual information about resource development and Canada’s role in fighting climate change globally. What civil society can do: As demands for energy and resources grow in the coming years, Canadians need to do their part as individuals and communities to reduce personal footprints. Collectively, we can play a much bigger role in fighting climate change on a global scale. We look forward to the fruition of the alliances and partnerships shaping up across different sectors in order to reduce

The room was filled with leaders from across the country for the inaugural Natural Resources Summit.

global emissions. We look forward to sharing Canada’s wealth of knowledge and technologies with the world to further offset emissions. We look forward to industry engaging with our citizens to create an understanding of the climate actions we have, are and will be taking. Our work now begins on creating the framework and proposal for a vision for our natural resources. It will take many thought leaders to do this so join the conversation and make your contribution. BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // NOVEMBER 2019




annabis is a double-barrelled, high-impact fact of Canadian life. Of course there is transformative social impact. But, maybe not quite as high profile and consumer interesting, is the tremendous business impact.



Despite the headlines about primarily retail and recreational cannabis, the business of cannabis is proving to be exciting. New research is showing potentially hundreds of uses of cannabis and hemp beyond pharmacology, natural medicine and recreational drug use. And many complementary industries – like the agricultural, industrial, technology and services sectors – are vital to the growing cannabis industry.


Cannabis is already big business and getting bigger with a wide range of guesstimates about the actual size of the market: from annual sales between $10 billion (CIBC World Markets) and $22.6 billion (Deloitte) and staggering international market projection of $200 billion.



POTENTIALLY HUNDREDS OF USES OF CANNABIS AND HEMP BEYOND AND RECREATIONAL DRUG USE. On an aggregate basis, recreational cannabis sales have totalled CA$688.58 million ($519.27 million) since Oct. 17, 2018. Given the steady incline in sales, Canada’s first trailing year of full legalization will likely land between CA$950 million and CA$1 billion. The business of cannabis is a particularly exciting Alberta and Calgary story. According to StatCan, Alberta is the top cannabis marketplace in Canada, with $126 million in sales.

Changing Cannabis Culture How Krystal Laferriere is flipping the narrative when it comes to cannabis consumption


lberta has experienced economic turmoil in the past few years; however, there is one industry that is heating up – cannabis. From job creation to the development of numerous cultivation and extraction facilities, and securing the title as the top legal cannabis market in Canada for highest sales, a multitude of opportunities have arisen from the recently-legalized substance and many entrepreneurs have emerged. One visionary entrepreneur who is transforming the cannabis landscape is Krystal Laferriere, cannabis wellness expert at Experion Wellness. After battling Crohn’s disease for years, she turned to alternative medicine and experimented with creating her own cannabis topicals that worked far more effectively to alleviate her symptoms. From there, her and her husband Daniel Laferriere created Kanabé Goods Co., a health and wellness cannabis-infused product line that targets and soothes various ailments by combining cannabinoids, terpenes and aromatherapy. The product line is now a key offering under Experion’s family of product brands and will launch in early 2020. Designed to be approachable to the average person, Kanabé products are easy to use and will become a quintessential item in Canadians’ medicine cabinets. Experion is a fully-integrated cannabis company that has ownership and control over assets across cultivation, extraction, processing and product brands. Its mission is to serve the needs of consumers through a diverse mix of exclusive cannabis products across health and wellness, adult-use and medicinal verticals. With a cultivation and extraction facility in Mission, B.C., its medical product and clinical research division resides in Calgary, AB. “When Daniel and I created Kanabé, our intention was to help others who may be suffering from illnesses like my own and were struggling to find reprieve through

traditional medicine,” says Krystal Laferriere. “After developing the product formulations, we quickly realized they had enormous benefits for everyone as they provide relief from the stresses of daily life.” With Daniel as the vice president of business and product development and Krystal leading consumer and patient education, the two are strong advocates of breaking the stigma attached to cannabis consumption and are keen to meet the needs of curious Canadians. Recognizing there is a large demographic of untapped consumers, Krystal is making it a priority to help convert those who are hesitant about using cannabis with a product experience that is familiar through topicals, sublingual sprays and capsules. Whether you’re a canna-curious consumer or seasoned user, one thing is for certain, the Kanabé product line will provide a number of cannabis ancillary product options that serve a diverse range of needs. Experion’s approachable offering will help remove the barriers associated with cannabis – allowing Canadians to comfortably cross over to greener therapeutic pastures. Follow Krystal’s journey on Instagram @xtra_ordinary_girl


“Leading the nation in total number of licensed locations (more than the rest of Canada combined) is a significant factor in this success,” says AGLC spokesperson Heather Holmen. “It is because Alberta implemented a private retail model that closely mirrors our retail model for liquor as well. AGLC worked hard in advance of legalization to secure supply contracts, set up a wholesale delivery system, an online retail platform and a licensing framework that delivered on licensing hundreds of retail locations in a short period of time.” Andrew Stordeur, president of Sundial Growers, one of Canada’s largest licensed cannabis producers, acknowledges, “The Canadian cannabis businesses is dynamic but also complex with growing pains. One of the biggest challenges, for cannabis and many startups, is rapid pace of growth. The larger the organization grows, the harder it is to ensure each function of the business is working together effectively. Having the right employees, dedicated leadership, procedures, systems and management standards are essential for success.” It’s not such a business revelation for George Jurčić, president at CannaBuild Partners, the Calgary-based specialists providing innovative turnkey construction solutions for the cannabis industry. “Historically, Albertans typically consume more cannabis than the national average, but the growth in sales are largely driven by the province’s free-market regime of private stores. Alberta has taken a fairly liberal approach to the retail roll-out which has enhanced the growth of the market, especially in comparison to the more conservative approach that other provinces are taking.” Holmen details that, currently, Alberta has 292 licensed retailers, with 65 licensed retail locations in Calgary, and 115 Calgary applications are pending. “This figure (115) may not translate to the number of anticipated stores Calgary may yet see,” she adds, “as applicants must meet municipal business licence requirements as well.” In many ways, it is solidly documented that cannabis is a viable business opportunity and investors are strategizing to invest millions of dollars in “the other” green rush. “There are so many different facets to the cannabis industry and it is creating a lot of opportunity for both small and large businesses,” says Darren Bondar, president and CEO

“ALBERTA HAS TAKEN A FAIRLY LIBERAL APPROACH TO THE RETAIL ROLL-OUT WHICH HAS ENHANCED THE GROWTH OF THE MARKET, ESPECIALLY IN COMPARISON TO THE MORE CONSERVATIVE APPROACH THAT OTHER PROVINCES ARE TAKING.” ~ GEORGE JURČIĆ of Spiritleaf, the successful retail source of recreational cannabis, with franchise locations across the country. “There have been billions of dollars in capital invested, thousands of jobs created, commercial real estate developed, factories and warehouse space converted, and ancillary businesses created.” For Stordeur, the business of cannabis is not only an achievement but a source of pride. “Alberta has a world-leading agricultural history, and the innovative entrepreneurial spirit of Albertans is a recipe for future growth,” he beams. “Much like how the craft beer movement began to thrive in this province with the government’s support, we need to find the areas that cannabis can attract world-class businesses, employment and innovation.”





The cannabis industry as a whole has been embraced by the province and the industry as an important part of the new Alberta economy.” Mount Royal University offers three cannabis education courses with focuses on plant production and facility management, marketing a cannabis enterprise, and government relations and finance. “Attracting a mix of curious tire-kickers, recreational users and budding entrepreneurs, it’s comparable to the end of prohibition.”

“THERE HAVE BEEN BILLIONS OF DOLLARS IN CAPITAL INVESTED, THOUSANDS OF JOBS CREATED, COMMERCIAL REAL ESTATE DEVELOPED, FACTORIES AND WAREHOUSE SPACE CONVERTED, AND ANCILLARY BUSINESSES CREATED.” ~ DARREN BONDAR Differentiating the business of cannabis from other bullish startups, Jurčić states, “Setting up a cannabis business can be complicated. The main challenges are laws, compliance, scalability and growth. The ability to remain nimble and having the awareness of the changing market conditions is key to success. “CannaBuild Partners has a unique approach, in that we have assembled some of the most experienced, brightest talents within the cannabis industry to offer our clients a full suite of cannabis building solutions – from design to operations.” Brad Mahon, dean of the faculty of continuing education at Mount Royal University, enthusiastically notes, “The success of the cannabis retail market in Alberta is not a surprise.

Jurčić is positive but realistic about the momentum and the business potential. “The thought of cannabis as a viable business sector is still in its infancy. Despite many options for established industries to participate in the cannabis industry, there have not been large transactions or market entry similar to those made by alcohol or tobacco companies.” The business of cannabis is already experiencing some speed bumps. Supply and demand problems, with retailers sometimes struggling with shortages. The blunt facts of business life caution that the surge of well-funded growing operations skews toward big businesses with deep pockets. And some insiders also suggest that booming sales could trigger drops in retail prices, worsening the odds of running a profitable smaller cannabis operation. Although there are invariably challenges to any startup business, particularly for licensed producers and retailers, Bondar says, “When you factor in three different levels of government oversight and regulation, it definitely creates additional delays, requiring more business persistence, additional capital and patience to overcome.” “Looking at the business opportunity on a global level and Canada being the first G7 nation to federally legalize cannabis, we have a window of opportunity to be a global player,” he says with enthusiasm. No doubt about it. The business of cannabis is booming. Stordeur roars with positivity about an informal Sundial mantra that “Alberta is not only oil and gas, it is oil and grass.”








he businesses adage goes something along the lines of “without risks, there’s no reward.”

Yet, regardless of whether you’re running a global export/import business or a startup widget-making enterprise, Canadian companies need to look before they leap when doing business abroad, say insurance and risk management professionals. “There are so many things that are not in our control,” says Darius Delon, Calgary-based president and consultant for Risk Management 101. “Businesses should look at what is the risk of a certain event happening to them and the impact to their strategic objectives. “For example, what if I decide to take my widgets and sell them in Russia? Am I going to be able to get paid for that product? At what point in time will I get paid? Is there a good means of recovery in case there’s a delay in accounts receivable?” Seeking to protect foreign-based assets and mitigate bad debt, many export/import companies in Canada are now





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turning to different forms of political risk insurance. The receivables insurance market (or trade credit insurance) alone is already being characterized as a growing market in Canada by Euler Hermes, a global leader in trade credit insurance, surety and related risk services. Yet, before shelling out for a new policy, Delon urges companies to factor insurance into the last stage of their risk management practices, not the first. “There’s a lot of good insurance products out there, but before companies do that, they should first try to manage the risks by segregating or diversifying,” he says. “What you have after that, the residual risk, then might be something you want to insure because it’s economically feasible. “Businesses that purchase insurance at the initial stage are not insuring their risks. They are just financing them. It’s best to first figure out what your risks are that you want to finance, and the go into the market to finance them. That’s the correct order.” When it does come time to consider some form of political risk insurance, Anne Kleffner, professor of risk management and insurance with the Haskayne School of Business at the University of Calgary, says traditional coverage has addressed risks primarily around confiscation, expropriation and nationalization of assets. Coverage can also cover export/import embargoes to cancellations of export/import licences – a situation all-too familiar to Canadian canola farmers after China banned seed-based imports to the country earlier this year. Other coverages include physical damage to assets from political violence, termination of or default on contracts, non-delivery/non-shipment of goods, forced abandonment or divesture, and non-payment by government or government-owned entities of trade-related debts to financial institutions. “There are many different types of insurance that cover many different types of losses,” says Kleffner. “For example, political violence insurance covers things like civil unrest and terrorism. Companies might consider buying this type of insurance if they had operations in North Africa or the Middle East.



“THERE ARE MANY DIFFERENT TYPES OF INSURANCE THAT COVER MANY DIFFERENT TYPES OF LOSSES,” SAYS KLEFFNER. “FOR EXAMPLE, POLITICAL VIOLENCE INSURANCE COVERS THINGS LIKE CIVIL UNREST AND TERRORISM. COMPANIES MIGHT CONSIDER BUYING THIS TYPE OF INSURANCE IF THEY HAD OPERATIONS IN NORTH AFRICA OR THE MIDDLE EAST. “But then there’s also coverage for expropriation and confiscation. Those tend to be much less of a risk in many places today. We used to see these types of expropriation risks in South America, but it’s kind of gone out of fashion. “Political risk insurance is like a property insurance policy where you can decide which causes of loss you want to cover, whether it’s floods or earthquakes. Political risk insurance is the same idea. Depending on whether you’re operating in Ukraine versus Turkey, you very well may make different decisions.” In the case of Euler Hermes, it focuses on what it calls shortterm receivables insurance, which is essentially bad debt protection as a result of non-payment. It protects companies selling domestically or abroad from situations where they cannot be paid such as a default on payments or protracted default (slow pay). The political risk component of this insurance also covers currency convertibility and transfer risks, notes Euler Hermes North America CEO David Dienesch. “Let’s say somebody has the money to pay you in their local currency, but just can’t convert that to the contract currency, which, let’s say, is Canadian dollars. And even if they can, they just can’t get the money out of the market. Political risk insurance covers that aspect of it,” he says.


Other companies such as Atradius Canada do not offer political risk insurance on a stand-alone basis, yet do cover trade credit risks through comprehensive insurance that covers all risks relating to payment of goods and services. “Comprehensive coverage is any reason why a customer in Canada, the exporter, is not paid. In that case, we pay,” says Chris Short, country manager for Atradius, which specializes in trade credit insurance, surety and collections services. Another consideration when choosing a type of insurance is to consider the country where the company will be operating. What’s the grade of that country? Is that country too high of a risk? Are there other countries that are good choices where you wouldn’t have to even buy insurance to go into that country? “Factors such as political uncertainty and instability are generally what companies need to be concerned about, and what sort of attitude the government and country has more generally toward foreign investment,” says Kleffner. Dienesch adds that when researching on where to do business abroad, look at events in the past within that country (or countries) that could repeat itself. “Has there ever been an incident in that particular country that you’re looking at where a confiscation or expropriation or nationalization occurred? That puts that particular country in a bad light,” he says.

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In Canada’s case, experts agree the country is still viewed globally as a favourable place to invest. Euler Hermes currently ranks Canada as AA1, and low risk for enterprise. Its strengths include political stability, high per capita GDP, a strong banking system, and large oil and gas reserves.

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Weaknesses include sensitivity to commodity prices, high exposure to the U.S. economy and government revenues dependent on oil. AM Best Rating Services, meanwhile, ranks Canada as a CRT-1. It noted political risk was “very low,” yet also stated federal and provincial governments have been strained – particularly in Alberta – and that varied regulations between provinces could lead to domestic trade barriers that could impede growth. “From the outside looking in, the Canadian economy is pretty well established and therefore generally a good place to do business if you’re a foreign company looking to invest,” says Short. “One of the common things we focus on when talking about political risk is: how easy is it to get your investment out or get your money out or get paid for what you do based on the current government? When it comes to that, Canada is a good place to do business. What you see is what you get.”

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A Testament to Hard Work and Determination. By: Rennay Craats

Photos by Courtney Lovgren

01 75


From left to right: Cyndi, Kevin, Linda, Blaine


ometimes life’s biggest moments arrive by accident. When Kevin Palmer was 21 years old doing seismic exploration in the Arctic, the course of his life changed. Chatting with brother-in-law Ross Salmon, Kevin remembered a suggestion his father made a few months before and threw out the idea of starting an insurance brokerage together. Ross agreed and Palmer Salmon Insurance started to take shape. “I knew nothing about insurance. I had never even bought an insurance policy before. My dad told me about a guy who owned an insurance office in Raymond, Alberta, so I went down there one Saturday


“Congratulations Palmer Salmon on behalf of everyone at Travelers for celebrating 40 years. We look forward to continuing our strong partnership for many years to come.” TRAVELERS CANADA

The right insurance for you. 02

to get a feel whether this was something I’d be interested in,” says Kevin Palmer, president of Palmer Salmon Insurance. “Later that day, I popped over to Cardston where my aunt lined me up on a blind date with a gorgeous small-town gal.” Eight months later, in March 1979, he not only incorporated Palmer Salmon Insurance but also married Cyndi, the girl he met that special day. Ross and Kevin studied for their agent licences and sought a sponsor to endorse the fledgling company. They didn’t want to work for anyone else and were excited about building the company from scratch. They contacted countless insurance companies and received the same response from each one. “Every insurance company turned us down. They said, ‘we can’t let you write policies and run into problems due to your inexperience’ he says. Undaunted, Kevin continued to meet with insurance companies and continued to get rejected until Western Union Insurance took a chance and gave them a contract to represent their company. Western Union, which later became Intact Insurance (Canada’s largest property and casualty insurer), remains a valued market at Palmer Salmon Insurance.

Through long hours, a steep learning curve and a few desks tucked into the file room of Ross’ father’s law practice for an office, Palmer Salmon started to build a business. Kevin spent hours cold-calling people about their insurance needs and diarizing their policy expiration dates to follow up before they renewed elsewhere. He visited prospective clients at their home, returning several times before finally selling them a policy. “I’d make multiple trips and give them this incredible service. But we only had one insurance market and they weren’t always very competitive, so I knew we needed to represent more insurance companies,” he says. He and Ross sought out an insurance broker close to retirement or looking to sell in order to get access to more insurance companies. Kevin met with the proprietor at Nixon Insurance Services, and while he wasn’t interested in retiring just yet he kindly sat and talked with him for hours. Weeks later, they heard Mr. Nixon has passed and his wife was looking to sell. With help from their families, Ross and Kevin scraped together enough money to make an offer. “We became the owners of Nixon Insurance Services in November 1979 and immediately became representatives of the Wawanesa Insurance Company, Zurich Insurance, Travelers Insurance, Royal Insurance,

Who’s in your corner? “Congratulations Palmer Salmon Insurance on this special milestone. We are honoured to be a part of your team.”

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Pembridge is proud to be partnered with Palmer Salmon Insurance Ltd. and congratulates them on their 40th anniversary.

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Canadian Home Insurance and others. It changed everything for us,” Kevin says. Palmer Salmon became Palmer Salmon Nixon for a five-year transitional phase, and the company continued to give personalized service to its previous and inherited policyholders. Many clients they signed 40 years ago are still with Palmer Salmon, as are their children and grandchildren. The relationships have always been key to Kevin, and he values the friendships he’s made with clients over the years. They interact with many clients in arenas outside insurance like social events, church, community or charity endeavours, which is a real benefit of getting into the business.


Congratulations to Palmer Salmon Insurance Ltd.

on 40 years! We look forward to your continued success. # 209, 2577 Bridlecrest Way SW, Calgary, Alberta T2Y 5J4 Ph: (403) 221-9300 | Toll Free: 1-888-508-0077 | Fax: (403) 221-9309 |

Congratulations Palmer Salmon Insurance on 40 years of service to our communities

It’s never been about ‘let’s grow income, grow commissions.’ It’s been ‘let’s give the best service we can to our clients,’ and the rest has come,” he says. The partners worked together to build the company until Ross moved to the U.S.A. to pursue an MBA in 1987. Kevin negotiated a buyout and invited his brother Blaine and his wife Linda to join the company. Blaine and Linda bought 80 per cent of Ross’ shares and Kevin bought the rest, making them co-owners of the growing Palmer Salmon brokerage.

“We’re all very different and that’s why it works. Kevin’s strengths are my weaknesses so I’m happy to lean on that. And Linda keeps us in line and continually trains and pushes everything forward,” says Blaine Palmer, senior VP at Palmer Salmon. They have built a solid insurance business that offers all classes of insurance, from home and automobile to life insurance and commercial coverage. Customers can get a quote online, do transactions over the phone or meet with brokers personally to discuss coverage options. Policy documents and pink cards are available in paper or a digital emailed format. The firm prides itself on presenting all variations and possibilities for coverage to ensure customers have all the information to make an informed choice. And as a fully independent brokerage, Palmer Salmon shops around for the best policy for customers’ needs regardless of which insurance company is offering it. “We focus on what’s best for the client consistently,” says Linda Palmer, VP operations at Palmer Salmon. “We give the recommended coverages that clients truly need, and I believe that builds loyalty and keeps clients coming back and referring other people to us.” Those referrals spurred growth, and Palmer Salmon


The members of Palmer Salmon’s main location. Many other valued members of the team not pictured at other locations.

outgrew its location twice before settling into its current Centre Street location in 1989. Shortly after the government privatized Alberta registries in 1993, the local registry was set to close due to poor management. The Palmers put in a submission and in 1995 were appointed to open a new registry, Registries Direct.

Registries DIRECT


Corporate Registry Land Titles Personal Property

It’s a nice complement to insurance. People get their insurance and can go get their plates right across the parking lot. We offer every registry service available in Alberta,” Kevin says.

Congratulations Palmer Salmon Insurance on 40 Years!

Motor Vehicles Alberta Health Vital Statistics

Call or visit us today


2400 Centre St North



The Palmer family currently active in the business from left to right: Jeffrey, Blaine, Linda, Kevin, Michael and David

Annual Stampede BBQ serving over 2,000 each year.

When renewing their lease in 1994, they included a clause that gave them right of first refusal to purchase the building, and when the landlord decided to sell in the early 2000s the Palmers bought the mall. This added diversity to their business portfolio, with Boulevard Management handling this and other acquired properties, and running three businesses out of one office increased efficiencies and kept costs lower. While the company has grown exponentially, with 50plus staff and five locations, it never lost its family feel. Staff and clients are considered family, and over the years Palmer children have all worked at the company. Kevin and Blaine’s younger brother David works as the commercial insurance manager. Two of Kevin’s sons, Jeffrey and Michael, work at Palmer Salmon. In 2005, Jeffrey was dating the receptionist, Emily, when one afternoon a car plowed through the front window of

the busy office, throwing her through a doorway and out of danger. The car reversed then busted through again becoming high-centred on the debris. Thankfully, no one was injured but Jeffrey realized his feelings and soon proposed, marrying her months later. That family feel extends beyond the company, and Palmer Salmon gives back to the industry through involvement on boards and to the community with charity initiatives, an annual Stampede barbecue and extensive volunteer work with the LDS Church and with youth and young adult groups. Kevin is grateful for the early clients who took a chance on a new company and remains thankful to everyone who helped Palmer Salmon stay in business for four decades. “As we think about the last 40 years, our hearts are filled with gratitude toward our families, our employees, the industry and the incredible customers throughout the years,” he says. Palmer Salmon Insurance vows to continue to show that gratitude with unbeatable service for years to come.


#12, 2400 Centre Street N.W. Calgary AB T2E 2T9 P: 403.230.3000 F: 403.230.3222 E: 06

James Robertson, president and CEO of West Campus Development Trust. Photo by Riverwood Photography.



West Campus Development Trust • 2

hakespeare famously asked ‘What’s in a name?’, and in the case of West Campus Development Trust, it contains everything you need to know about this innovative undertaking. Situated west of the University of Calgary’s main campus is a development that is creating an exciting urban village in a coveted part of town. But for James Robertson, president and CEO of West Campus Development Trust, it’s that last word in the name that speaks volumes about the project and the responsibility inherent in bringing the University District’s vision to life. “The Trust was established by the University of Calgary in 2012 to develop some surplus lands. It was important for the university to make sure that the development and the activities of the development organization were conducted in a manner that befitted the University of Calgary, hence the Trust,” Robertson says. “They trust us to do it in the right way and we have a great volunteer board with significant experience and expertise that has helped guide us through the process.” Just what the right way of doing things is has been carefully explored in order to create a development that both serves Calgarians and honours the university’s intentions for the land. While the University of Calgary owns the land and will benefit financially from the development, the Trust operates

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completely independently of the university. It is the sole responsibility of the Trust to infuse the area with a sense of community, attract retail and commercial businesses to set up shop there, and provide diverse housing options. What it has delivered goes far beyond that. It has generated a truly walkable community in the heart of the northwest that is as attractive for businesses as it is for homebuyers.

West Campus Development Trust • 4

THE NEXT URBAN VILLAGE University District is on its way to becoming an iconic destination community. University Avenue is akin to 4th Street in Mission, 9th Avenue in Inglewood, Kensington Road in Kensington and 33rd Avenue in Marda Loop. Like these streets, University Avenue will be a place where Calgarians want to gather to socialize, work and live. “In real estate there’s an expression ‘location, location, location.’ We have it. We didn’t create it but it is our responsibility to make sure we maximize the potential of the location,” says Robertson. The location is prime, and the Trust is tasked with developing the 200 acres that fall on the west side of the University of Calgary campus bordered by 32nd Avenue on the north, 16th Avenue on the south and Shaganappi Trail on the west. Within this area are a myriad of existing amenities including the Active Living recreational facilities and the Olympic Oval at the University of Calgary, the Alberta Children’s Hospital and Market Mall located just across the street.

“In real estate there’s an expression ‘location, location, location.’ We have it. We didn’t create it but it is our responsibility to make sure we maximize the potential of the location,” says Robertson. “There’s not much that’s not already here other than really a place to live in a walkable community, and it’s our job to fill in the gaps,” he says. FILLING IN THE GAPS Each of these gaps has been carefully considered and deliberately filled. It was important amenities be included before people began moving into the community. Despite being sparsely populated, U/D is already serviced by Calgary Transit, and the Trust built parks and a playground before the first 200 units were occupied so residents would have immediate access to these beautiful community spaces. There are more than 7,000 housing units planned for the area over the next 10 to 12 years, and among the residential developments will be about 1.5 million square feet of office space and around 300,000 square feet of retail space. Unlike other developments that wait until the residential spaces are closer to

Brookfield Residential has been creating places for people to belong for over 60 years. With every home we design and build, we live our core values of passion, integrity and community. Together we can shape the future of this great city and create the best places to call home. Our focus is on creating livability and sustainability and a big part of that is building homes in neighbourhoods that promote healthy living through walkability and vibrancy. The partners who have come together in University District are building a sustainable and healthy community that Brookfield Residential is proud to be part of.

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completion to fill the retail spaces, University District is bringing in businesses in the summer of 2020. “The Trust will own all the retail because we think there is a longer-term financial return to the university but it also allows us to curate the tenant mix in a way that aligns with the vision for the community,” Robertson says.

West Campus Development Trust • 6

THE BUSINESS OF U/D The first tenant signed on for the community was the most important to achieving the objective of a truly walkable urban village: a grocery store. It was also the most challenging. Most grocery stores don’t move in until communities are complete and occupied, but the Trust worked out an agreement with Save-On-Foods to open in summer 2020. On top of this prime retailer, the Trust has attracted great Calgary brands including Analog Coffee, Market Wines and OEB Breakfast Co. The Trust also wanted to promote a healthy lifestyle so it brought in Orangetheory Fitness and YYC Cycle to complement the University of Calgary’s first-rate fitness offerings. This first stage of retail includes a Scotiabank, various restaurants, a dental office, a salon and barbershop as well as a 24-hour daycare centre. In addition, the Germain group is opening its boutique 15-storey Alt Hotel, which will include a café and restaurant. The Trust is striving to provide a community that residents never have to – or want to – leave, having

The Trust also wanted to promote a healthy lifestyle so it brought in Orangetheory Fitness and YYC Cycle to complement the University of Calgary’s firstrate fitness offerings. all of their entertainment, health and recreational needs only a short walk away. “It’s a big statement for us to say it’s a walkable community, and a livable community means you have to be able to get the things you need for day-to-day life. While we’re all unique we have some pretty standardized practices – coffee, wine, breakfast, exercise and groceries are all things we access on a daily basis, so those were really important pieces for us,” Robertson says. The first of four retail stages consist of approximately 87,000 square feet of space and represents a wide range of businesses. The second stage, opening in 2021, will include attractive amenities including a VIP five-screen Cineplex movie theatre. With the incredible amenities and retail, University District is a homebuyer’s dream come true. LIVING IN U/D From young professionals working in one of the 30,000 jobs in the area to empty nesters downsizing their homes to seniors who no longer

We just had to be a part of it. A tight-knit team with a passion for progress and a bold new vision for life in Calgary. That’s what we saw when West Campus Development Trust invited us to be a part of the exceptional experience of helping them bring University District to life. It’s a testament to the power of partnership, the value of diverse perspectives and thoughtful innovation.

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West Campus Development Trust • 7

At Canadian Western Bank, we are obsessed with our clients success. In the six years we have been partnered with West Campus Development Trust, they have exemplified what makes Calgary a great place to live, work and play. We look forward to working together to reach even loftier heights in the years to come.

University District features a senior’s independent living residence called Maple and a senior’s facility called Cambridge Manor at the gateway into the community. Having senior’s residences integrated into U/D is key to helping keep seniors engaged and involved in their communities. The two buildings are linked by a plus-30 to allow residents to easily access the programs and amenities offered in both buildings. want to maintain a house, U/D has the perfect living space for every stage, lifestyle and esthetic taste. The community currently has multiple projects for sale that include small, medium and full-sized town homes and a variety of condominium offerings. Brookfield Residential is offering Calgarians an incredible urban feel that meets every need with its one- and two-bedroom condos ranging from 540 to over 1,000 square feet as well as unique estate-level two- and three-bedroom units. These single-level luxury residences boast between 1,300 and 2,000 square feet of living space, semi-private elevators and attached garages. Buyers can customize the space to their tastes and lifestyles, and enjoy a large footprint without the stairs.

its ground floor, this pet-friendly development has something for everyone. Residents will begin moving in to Rhapsody in summer 2020.

“It’s a very unique product offering that I think is going to do very well. It has already been well received in the marketplace,” Robertson says.

University District features a senior’s independent living residence called Maple and a senior’s facility called Cambridge Manor at the gateway into the community. Having senior’s residences integrated into U/D is key to helping keep seniors engaged and involved in their communities. The two buildings are linked by a plus-30 to allow residents to easily access the programs and amenities offered in both buildings.

West Campus Development Trust • 8

Calgary’s top builders have been integral in making University District a desirable place to live. Truman Homes, Brookfield Residential and Avi Urban offer a wide selection of floor plans and design options in their beautiful condos and town homes. For Calgarians not ready or interested in purchasing a home, Gracorp is developing a 288-unit rental complex called Rhapsody in the heart of the community. With one-, two- and three-bedroom units ranging from 529 to 1,149 square feet, an in-suite washer and dryer, and easy access to all the amenities in the district including the grocery store located on

University District strives to serve all Calgarians, from firsttime renters to seniors who need some assistance. To fulfil this objective, the development has paid special attention to the needs of the city’s seniors. “You just have to look at the population in the 55 to 70 category to see that as their housing needs change, we don’t have the right supply so we’re going to be challenged to find suitable places for people to live. How do you do that? I think places like University District do that,” says Robertson.

These residences allow seniors to age in place, offering à la carte services to ensure seniors receive the level of assistance they need when they need it. Many mature Calgarians acknowledge that with different stages of life comes different needs, and living in the same house for 50 years doesn’t necessarily meet those needs. More and more, people are adapting their living arrangements to those life stages, and developers need to be equally flexible and adaptable. “Instead of trying to tell people what they want, listen to them and understand what they need and figure out a way to provide it,” he says.

Proudly shaping this great city together.

The way West Campus Development Trust has provided what people want has been through collaboration and innovative approaches to development right from its inception.

LEADERS IN THE FIELD The first university-related real estate trust in Canada was created by UBC 25 years ago, and the University

Cambridge Manor At The Brenda Strafford Foundation, we strive to achieve continuous quality improvement and pursue innovation to make a difference in the seniors care industry, and in the lives of those we serve.

In 2018, The Brenda Strafford Foundation was proud to be named ‘Innovator of the Year’ by the Alberta Continuing Care Association, and to be ‘Accredited with Exemplary Standing’ by Accreditation Canada.

West Campus Development Trust • 9

Cambridge Manor at University District is a state-of-the-art continuing care environment opening in the summer 2020. Cambridge Manor will drive integrated innovation, research, teaching and learning opportunities in seniors care and living, enhancing connections within University District and the neighbouring University of Calgary, and supporting healthy aging and seniors living in the community.

of Calgary became the first in Alberta to apply the model. It tapped into the potential of the land in an innovative way that didn’t require any human resources or financial investment from the university. The Trust has been self-sustaining since the start, and over the past several years the success of the system has generated interest from other universities to do the same.

West Campus Development Trust • 10

“The University of Calgary has shown significant leadership to say this doesn’t just work in a Vancouver real estate market, it can work anywhere. Our success in a very challenged Calgary marketplace is testament to that,” Robertson says. Its success also came from its approach to development, which involved a great deal of consultation and discussion with its various stakeholders. From the members of the established communities surrounding U/D to the university population to the City of Calgary, the Trust listened to what stakeholders wanted, what they didn’t want and what concerned them about the development in order to deliver a plan that considered every side. Instead of approaching it as a development, the Trust thought about it as a community. To be community builders they needed to be respectful of all stakeholders and accommodate them as best they could. The Trust created a vision of a mixeduse, higher-density walkable community that set a high bar for both design and functionality, and

“The University of Calgary has shown significant leadership to say this doesn’t just work in a Vancouver real estate market, it can work anywhere. Our success in a very challenged Calgary marketplace is testament to that,” Robertson says. working closely with stakeholders to realize that vision has contributed to its success. The vision and its execution are unique in the industry and people are taking notice. University District was named New Community Development of the year by BILD Alberta in 2018, which is an honour for the developer and a sign to homebuyers that there is something exceptional happening in the community. West Campus Development Trust has been guided by its three-pronged accountability mandate – environmental sustainability, social responsibility and fiscal prudence. The development focuses significantly on sustainability, which led to University District earning LEED ND Platinum certification (Leadership in Energy and Environmental Design for Neighbourhood Development). It is the first in Alberta, the third

Where creativity meets community.

Stikeman Elliott is proud to be real estate legal counsel to West Campus Development Trust as it brings to life its vision of a beautiful, innovative, collaborative community.

Proudly shaping this great city’s landscape

together Calgary’s commercial and estate landscaper since 1964. 403-273-0113

Stikeman Elliott LLP /

West Campus Development Trust • 10

“The Trust focused on creating thoughtfully-designed pathways and green spaces with accessibility in mind to create a truly ‘feet first’ community that would draw people out of their cars,” he says. in Canada and 13th in North America to achieve this rating. It is the largest in Canadian history to date. “The Trust focused on creating thoughtfully-designed pathways and green spaces with accessibility in mind to create a truly ‘feet first’ community that would draw people out of their cars,” he says. With the plethora of amenities right outside residents’ doors, they don’t need to use their vehicles to get groceries, go to the gym, have a night out with friends and in many cases to get to work. It’s a huge sustainability win for the community. The social responsibility prong is achieved by purposefully ensuring that a range of housing options are provided that promote aging-in-place to occur throughout the development. The Trust is prudent with financial resources, vowing to be ‘leading edge not bleeding edge’ ensuring that the university benefits in the long run.

LOOKING AHEAD All of that hard work and planning has paid off. Despite the sluggish market conditions, University District has been one of the leading communities for rate of sale since it started selling units two years ago. With the wide array of retail and the full spectrum of residential styles and sizes on offer from the most reputable builders in Calgary, homebuyers are excited about the opportunity to move into the community. And as phases complete and more retailers, offices and residents move in over the next several years, University District will become the heartbeat of the northwest. “I think people are going to move more and more toward this type of development,” says James Robertson. “We really are Calgary’s next urban village.”

For over 35 years Gibbs Gage Architects has been changing skylines, building communities and enriching lives through the built form across Western Canada. Growing from a design studio of two to a passionate team of over 100, Gibbs Gage Architects continues to deliver Architecture, Interior Design and Urban Design services, creating some of Western Canada’s most noteworthy buildings, places and spaces. Beginning in 2017, Gibbs Gage Architects (Calgary) and Civitas (Denver) were chosen by West Campus Development Trust to design and create the elements for Block 23 and Central Park including a combination of mixed-use commercial and entertainment venues, a central plaza and three-acre community park. Block 23 and Central Park form the heart of University District.

West Campus Development Trust Alastair Ross Technology Centre Suite 110A, 3553 31st St. NW Calgary, AB T2L 2K7 | 403.910.1101 |

“From the very first meeting, we were inspired by the enthusiasm, commitment and innovative thought process of the Trust’s team. Their vision to develop a high quality community is as clear as their openness to collaboration which set the stage to design a dynamic, innovative, world-class place that can only be found in Calgary. We look forward to seeing it come to reality.”

West Campus Development Trust • 12

– Stephen Mahler, Partner Gibbs Gage Architects

Changing Lives for 40 Years

by Rennay Craats photos by Courtney Lovgren


here is nothing parents won’t do for their children, and when Bill and Beth Mackasey’s son was struggling with a Learning Disability, they sought out special needs professionals Gordon Bullivant and Tom Aylesworth for support. After extensive research, the team set out to open Alberta’s first school for students with Learning Disabilities, Foothills Academy. The private school opened with 33 students in 1979 and since then has become a registered charity, built and moved into its current Parkdale location in 1990, expanded to nearly 300 students and became an LD leader in the community.

“The growth is indicative of a need that hasn’t really changed,” says Simon Williams, Co-Executive Director of Foothills Academy Society. “We still have parents like the Mackaseys coming to us in crisis because their children are struggling. They know their children are smart but they are struggling greatly in school. We figure out what specialized instruction they need to support their Learning Disability so they can succeed.” The support reaches far beyond academics. Approximately half of Foothills’ Grades 3 to 12 students have ADHD as well as a Learning Disability, and the staff

Fothills Academy • Celebrating 40 Years


is trained to address issues like anxiety and depression that often come with the struggles of trying to succeed in a system that wasn’t designed for them. For some students, that struggle can last for years as families try to complete assessments to access resources. “Sometimes it’s a long path to get a diagnosis, and parents often have to get private assessments, find out their child has a Learning Disability and then do the research on what to do if they can’t get the resources they need in their community school,” says Karen MacMillan, CoExecutive Director at Foothills Academy Society. Once students have an LD assessment, they are eligible for admission to Foothills Academy. The school’s intake process is completely blind to a family’s financial situation; a family’s ability to pay tuition isn’t considered when determining admission. Once a child is accepted, they work with the family to identify if they qualify for the school’s bursary fund. “From the beginning, our founders believed that you should be able to get this education regardless of your financial circumstances,” says MacMillan. “Over 40 per cent of our families are on some degree of bursary. That financial inclusiveness is really unique and because we’re a private school, people are often surprised by it.”

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Once students have an LD assessment, they are eligible for admission to Foothills Academy. The school’s intake process is completely blind; a family’s ability to pay tuition isn’t considered when determining admission.

Fothills Academy • Celebrating 40 Years

To fulfil those bursaries, Foothills Academy fundraises around $1 million per year through its annual Fall Funtasia Gala, a car raffle, participation in the Scotiabank Calgary Marathon, and the Gordon Hoffman Charity Golf Tournament, along with its Legacy Fund that invites people to donate any amount to support the school. Foothills has been blessed with incredible longtime donors, dedicated families and community members who want to support both the amazing work done at the school and the outreach programs that allow Foothills to help children in the wider community.

Who’s in your corner?

“We’ve only been able to do this due to people’s involvement, commitment and generosity,” says Williams. Donors couldn’t find a more important goal than empowering children to learn and succeed in life, and through the in-classroom supports and community outreach, that’s exactly what Foothills delivers. Students come to understand their own cognitive strengths and weaknesses and are taught to advocate for themselves. The school’s success is based within three core values: building strong relationships, instilling a sense of competence to build students’ confidence, and connecting to their learning by finding a voice in their education in order to maximize their potential. While the graduation numbers for LD students in traditional settings is bleak, this self-determination model has led to an almost 100 per cent graduation rate at Foothills Academy and around 70 per cent of graduates proceed to post-secondary institutions. The system works, and Foothills has become a valued resource for LD students across Calgary and beyond. “We have pretty extensive wait lists because the demand is so high. We try to keep classes small – 12 to 14 in a class with a teacher and assistant – to ensure we can personalize and individualize the teaching to each student,” says Williams. The school can accommodate only a limited number of students, so it incorporated Community Services outreach to maximize its reach. This includes everything from evening and weekend tutoring to a four-week intensive remediation program that provides LD students with strategies for success in the public system. Outreach also includes parent workshops, psychoeducational assessment, counselling and professional development via online and in-person workshops to help teachers with the unique challenges of Learning Disabilities in their classrooms. Foothills also took over running Camp Amicus in 2013, and now offers summer camps and year-round programming for children with LD and ADHD.

“Congratulations Foothills Academy on this special milestone. We are honoured to be a part of your team.” 1122 - 22nd Avenue NW Calgary, Alberta T2M 1P7 403.508.0060

SOUTHLAND Transportation extends heartfelt congratulations to Foothills Academy for 40 years of educational excellence! SOUTHLAND Transportation is committed to safety and service in the people transportation business. We operate school, charter, commuter, and specialized transportation buses in Alberta, Ontario, and Saskatchewan.


Fothills Academy • Celebrating 40 Years

C O M M E RC I AL & RES I DEN T I AL Service • Gas Fitting • Sewer/Drain Mantenance

Congratulations to Foothills Academy on celebrating 40 years. 24 Hr 403.241.5200 •



Congratulations Foothills Academy on 40 Years

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Full-Service Electrical Contractors Custom Electric would like to thank Foothills Academy for their partnership and congratulate them on their success. p.403.291.3303

For 40 years, Foothills Academy has supported LD students and their families and alumni are gathering at this year’s gala to commemorate this milestone. The administration is “celebrating yesterday but envisioning tomorrow,” applauding the successes and long-lasting impact of the school while focusing on how to continue meeting the tremendous need in this challenging economic climate. “We are all about extending our reach as much as possible and being as inclusive as possible,” says MacMillan. By helping families across the city and teachers across the country, Foothills Academy’s reach is changing lives, one student at a time.

Congratulations to Foothills Academy on 40 years! We wish you many more years of continued success!

745 37 Street NW Calgary, AB T2N 4T1 Phone: 403-270-9400 | Fax: 403-270-9438 Fothills Academy • Celebrating 40 Years

Prestige Railings and Stairs Ltd. Prestige Railings and Stairs continues its “rise and run” to the top of the stair and railing industry in Alberta as we once again have received the Consumer Choice Award for Business Excellence in both Calgary and Edmonton. For well over a decade, Prestige has been privileged to receive these awards – a constant reflection of our dedication to quality and a sincere effort to exceed customer expectations – every step of the way. Prestige continues to build the highest quality stairs in the industry and we pride ourselves on helping our customers realize their dreams in creating a focal point in their homes with unique designs and extraordinary craftsmanship. Prestige offers an extensive variety of quality products, all the way from glass stair treads and stainless steel components to spindles featuring Swarovski crystals; from LED accent lighting to interior and exterior spiral stairs. Prestige continuously works with architects and designers, builders, contractors, and building and home owners to

achieve the goals and visions of each individual customer. Whether it be a starter home with a feature railing or a commercial property with 10 stories of interior railing that needs retrofitting, Prestige is the only call you need to make. For 30 years now, Prestige has been pleased to set the highest standards in the industry and will continue to raise the bar and focus on improving the product and the process. While the customer doesn’t realize it in most cases, Prestige is the only stair and railing company to be a member of the Architectural Woodwork Manufacturers Association of Canada. This speaks to the Prestige commitment to constant evaluation and improvement in an industry where we already set the bar for quality. The Company’s vision of being the most respected, reliable and sought after provider of all things stairs and railings to the residential and commercial construction industry, is the focus of everything we do. While the awards are a nice pat on the back and a huge morale booster, we know the work to improve never stops.

Consistency, Quality, Craftsmanship

Come in and talk to us about your project!

30 years in Business

Our showroom is open from Monday - Friday 8am - 4:30pm | “We’re passionate about bringing spaces to life. Together with you.”


2777 Hopewell Place NE Calgary (403) 250-1020 • Toll Free: 1-800-382-8502



OCIF Supports Launch of HealthTech Accelerator HATCH-YYC


he need to share sensitive medical information is not only vital to patients and health-care practitioners, it’s also good business.

The Opportunity Calgary Investment Fund (OCIF) recently announced that it will support the launch of the health technology accelerator HATCH-YYC in Calgary to provide companies a platform to accelerate market access and improve patient care. HATCH-YYC is the first health technology accelerator in Calgary. It will provide companies access to a privacycompliant communication platform and the ability to integrate their systems with global industry leaders in health care as well as seek out collaboration opportunities with target patients and service providers. The Board of Directors of OCIF approved providing HATCHYYC up to $1 million over three years to graduating 20 companies by September 2022. As its operations ramp up with OCIF backing, HATCH-YYC forecasts it will incubate at least 55 health-tech companies over five years and be a catalyst to expand Calgary’s healthtech cluster. It is expected those companies will create in excess of 300 jobs in digital health over five years. “Our goal is to improve patient health and save lives by improving access to patient information for doctors, medical professionals and their patients,” says Rohit Joshi, cofounder and CEO of Brightsquid Secure Communications Corp., the Calgary company launching HATCH-YYC. “We want to bring the most promising health technology companies to Calgary to commercialize their products into the system and bring innovation to health care much more quickly than can happen otherwise.” HATCH-YYC will be a collaborative workspace where health technology companies have access to a secure medical network



IN ADDITION TO LOCAL EARLY-STAGE HEALTH-TECH COMPANIES, HATCHYYC WILL DRAW IN LEADING HEALTHCARE INNOVATORS FROM CANADA AND GLOBALLY. to reduce costs and development times and enable startups to commercialize their offering much faster. In addition to local early-stage health-tech companies, HATCH-YYC will draw in leading health-care innovators from Canada and globally. “HATCH-YYC is an initiative led by Calgary entrepreneurs who are passionate about helping digital health-care focused companies fast-track time to market and reduce their costs to meet more and more stringent security and privacy laws,” says Barry Munro, chairman of the OCIF board of directors. “This investment is intended to create a foundation for Calgary to become a global centre for health-tech innovation.” The Opportunity Calgary Investment Fund was launched by the City of Calgary in April 2018 to support investments that spur growth and create jobs in strategic sectors identified in the economic strategy Calgary in the New Economy. “Health and life sciences is one of the key areas we are focused on for Calgary’s economic growth,” says Calgary Mayor Naheed Nenshi, who is a member of the OCIF board. “HATCH-YYC will provide support so companies in our city can take advantage of the growth opportunities in this field.” HATCH-YYC is the seventh submission to be approved for OCIF funding. To date, $23.4 million has been awarded to companies, although they must achieve specific milestones to earn the money. The OCIF funds have spurred commitments of more than $160 million in spending by the recipients and have created in excess of 1,000 jobs.



ay through August is the busiest time of year for Calgary’s tourism industry, and this year was no exception. Over this period, YYC Calgary International Airport welcomed over 6.5 million travellers – up 2.5 per cent over 2018. Calgary also saw record-high hotel room demand, with 1.3 million rooms sold – up 3.4 per cent over May through August 2018. While hotel rooms sold is up 3.5 per cent year-to-date, five new hotels have opened this year, increasing supply by 6.8 per cent and bringing the total number of available rooms in Calgary up to 3.7 million. “Calgary’s tourism industry is a vital economic driver, with over 7.7 million annual visitors contributing $2 billion to the economy and supporting jobs in multiple sectors,” said Cindy Ady, CEO, Tourism Calgary. “We’re pleased to report that summer 2019 marked another successful season for tourism to Calgary. With the diverse range of festivals, events and experiences available in our city, it’s no surprise that travellers are continuing to make Calgary a destination of choice.” A key function of Tourism Calgary is to attract, develop, promote and activate festivals, events, meetings and conventions. In the first half of 2019, Tourism Calgary supported 43 sport, cultural and major events, which generated over $30 million in economic impact. The organization also welcomed 24 meetings and conventions to the city, which generated over $6.8 million in direct attendee spending. Events and conventions supported by Tourism Calgary so far in 2019 included the PGA TOUR Champions Shaw Charity Classic, 2019 Canadian Country Music Awards and Country Music Week, Red Bull Outliers, the Society of Petroleum

IN THE FIRST HALF OF 2019, TOURISM CALGARY SUPPORTED 43 SPORT, CULTURAL AND MAJOR EVENTS, WHICH GENERATED OVER $30 MILLION IN ECONOMIC IMPACT. Engineers’ Annual Technical Conference and Exhibition and many more. This month, Tourism Calgary looks forward to welcoming the 2019 Grey Cup Championship and Festival, taking place from Nov. 20-24. This event is estimated to draw 100,000 attendees and generate over $35 million in economic impact. The benefits associated with hosting local, national and international events are multifaceted. For visitors, it means a compelling destination with attractive and diverse experiences in every season. For Calgarians, year-round activity generates vibrancy, destination brand awareness, economic impact, jobs and enhanced quality of life through legacies and participation opportunities. Based on positive summer tourism numbers and boosts from hosting major events like the Canadian Country Music Awards and the Grey Cup Championship and Festival, 2019 is expected to be another significant year for tourism to Calgary. The Conference Board of Canada’s Travel Markets Outlook predicts 2019 travel numbers will reach upward of 7.9 million total visits and $2.1 billion in visitor spending. To learn more about the value of tourism in Calgary, see



A space should be more than an empty room. It should provide an amazing experience. Along with our valued partners, we create events that inspire collaboration, excitement and memories worth making.

IT TAKES A GREAT PARTNERSHIP TO CREATE AN EXPERIENCE LIKE NO OTHER. Achievement. The recognition that is bound to indescribable responsibility, effort and ability. Achievement recognizes the ambitious leader, driven towards success versus the menial; the desire to outperform while staying true to ones own vision.

“No matter what accomplishments you make, somebody helped you.”

Last month, on October 4th, Calgary recognized and honoured the legacy of local business leaders by inducting them into the Alberta Business Hall of Fame. The inductees were recognized for their continued efforts and contribution towards Junior Achievement programs. As Calgary celebrates the hounourees, so too does the Calgary TELUS Convention Centre. The innovative spirit of Calgary residents radiates through the successes that are diverse within every industry, creating a city unlike

– Althea Gibson

any other. To partake in this continuous development, CTCC continues to collaborate with local partners to create a space for networking that inspires growth and opportunity. These partnerships – which offer their resources and expertise – create more than just a space at CTCC. We transform events and gatherings into an experience; an engaging atmosphere that fosters creativity, growth and development.

The Calgary TELUS Convention Centre would like to thank our partners, who continue to help us provide our guests with limitless possibilities. Without the continued efforts of our creative collaborators, we would not be where we are today. Come and join the experience, only at the Centre.


Marketing Matters BY DAVID PARKER


odd Fraser, managing director of Tandem Marketing Design, has successfully worked with several clients over long periods of time, such as Remington Development. Tandem completed another attractively-designed corporate profile for Remington, a company that has been a fixture in the Alberta development industry for decades. Another long-standing client is Enright Capital Partners which is completing its Airport Crossing development and progressing with its Plains 68 project to build two office/ warehouse buildings in Great Plains Industrial Park in the southeast quadrant. Tandem recently began working with Rockford Group on the homebuilder’s development of Tuscan Rise, a townhome project in the northwest community of Tuscany. It includes 82 two- and three-bedroom residences just minutes from the LRT station; an amenity the agency is promoting along with its quick access to K-Country and Banff with the community’s tag line, Life is Right Here. A couple of other client gains in the development industry are Calgary’s Centron which is promoting its Chinook 58 – on the busy 58th Avenue SE – as 100,000 square feet of retail, retail showroom and commercial buildings. And for Chicago-headquartered Verus Partners, Fraser and his team are developing a new web platform for the company as it develops industrial and suburban projects in key U.S. and Canadian markets. It recently completed the Magellan Aerospace project in Toronto and in the Calgary area, the 24acre Rockyview Business Park at the intersection of Dwight McLellan Trail and Crossiron Drive.

Chris Bedford, who for so many years ran Karo Group, is helping the Calgary Police Foundation with a new brand strategy under his consulting firm called Bed4ord&Co.



Video production is booming at Flipp Advertising with new productions for Country Hills Golf Club and Watermark at Bearspaw and the agency is working on next year’s 25th anniversary of KidSport plus designing the new cans for Brewsters’ great beers.

After 15 years as a pure public relations company, Brookline has answered requests from clients to help with creative. Nini Lee is lead graphic designer and thanks to growth of work in logos, brochures, advertising, digital media and website design, Brookline has added Kirstin Lindquist to its design team.

Several Calgary creative agencies are busy but could always do with more work, and others are hurting a little. So, it was disheartening to learn that after responding to an RFP from Canmore/Kananaskis, local firms were told the work had been awarded to a company in Nova Scotia. Really!

Sharie Hunter of Arthur/Hunter reports gaining several new clients including Honens, Plains Midstream Canada and Pipestone Energy, while engaged in exciting new website and marketing materials for Stratus, a company that offers flexible workspace and business centre services in Calgary and Edmonton. Rent a desk for a day or take a two-year lease with around-the-clock amenities.

Parker’s Pick Congratulations to Melodie Creegan of Mosaic Communications who has been appointed to the national board of Ducks Unlimited.

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The flexibility of a hotel, the comfort of home. Homes for Lease. Furnished or Unfurnished, Short or Long-term Stay. Downtown Calgary, on the +15 and CTrain. 7th Avenue and Centre Street Southwest. For inquiries or to book a showhome tour, visit:


Profile for Business in Calgary

Business in Calgary - November 2019  

Business in Calgary - November 2019