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Contents

Volume 19 • Number 7

PUBLISHERS

www.businessincalgary.com

Tim Ottmann Pat Ottmann

EDITOR

Derek Sankey

On our cover…

Calgary’s Leaders of Tomorrow

COPY EDITORS

Cover

Lisa Johnston Nikki Mullett

Art Director

Jessi Evetts jessi@businessincalgary.com Kenji Doshida Lime Communications

ADMINISTRATION

29

Return undeliverable Canadian addresses to circulation dept.

1025 101 6th Ave. SW Calgary, AB T2P 3P4 info@businessincalgary.com

www.businessincalgary.com

4 • JULY 2009 BUSINESS IN CALGARY

Spacemakers Construction Services Inc. 69 Celebrating 25 years in business

11

The Bottom of the Barrel

6

Enthusiastic Environmentalists and Moral Smugness

8

By Frank Atkins

Thirty Means -30-

16

10

By Peter Menzies

Real Estate: Real Estate Analysis

22

30 Years for Shane Homes

23

The Calgary Report

94

Leading Business

98

By Heather Ryan

By Adria Laycraft

Current developments for Tourism Calgary, Calgary Economic Development, and Calgary Technologies Inc.

SUBSCRIPTIONS

The publisher does not assume any responsibility for the contents of any advertisement, and all representations of warranties made in such advertising are those of the advertiser and not of the publisher. No portion of this publication may be reproduced, in all or in part, without the written permission of the publisher. Canadian publications mail sales product agreement No. 41126516

Company Profiles

By Richard Bronstein

1025, 101 6th Ave. SW Calgary, AB T2P 3P4 Tel: (403) 264-3270 Fax: (403) 264-3276 Email: info@businessincalgary.com

Business in Calgary is delivered to over 33,500 business people every month including all registered business owners in Calgary, Banff, and Canmore, and the Calgary Chamber of Commerce members.

64

Regular Columns

Bobbi Joan O’Neil bobbi@businessincalgary.com Brent Trimming brent@businessincalgary.com Carla Wright carla@businessincalgary.com Evelyn Nykyforuk evelyn@businessincalgary.com Yana Read yana@businessincalgary.com

Online at www.businessincalgary.com Annual rates: $31.50 $45 USA $85 International Single Copy $3.50

Petrobank Remains Bullish on THAI Technology in a Bear Market

Connecting Industries One Cable at a Time

ADVERTISING SALES

EDITORIAL, ADVERTISING & ADMINISTRATIVE OFFICES

20

Drake Communications Inc.

PHOTOGRAPHY

Bernie Cooke bernie@businessincalgary.com

Calgary Stampede Boosts its Profile

By Shelly Brimble

Cover photos courtesy of Alix Broadway at Aera Creative Inc.

DIRECTOR OF CUSTOM PUBLISHING

16

Federal injection of cash helps promote the Greatest Outdoor Show on Earth amid a recession

By Business in Calgary Staff

REGULAR COLUMNISTS

Shelly Brimble Adria Laycraft Sonya Koson Adam Legge C.J. Wilkins Mary Savage

New Chuckwagon Rules Take Effect

By Business in Calgary Staff

Julie Checknita julie@businessincalgary.com Kim Hogan kim@businessincalgary.com

THIS ISSUE’S CONTRIBUTORS

29

Honouring Calgary’s visionary business leaders

By Derek Sankey

GRAPHIC DESIGNERS

Richard Bronstein Frank Atkins Peter Menzies David Parker Heather Ryan

Leaders of Tomorrow

23

Marketing Matters

By David Parker

102

64

PROFILE

Saving Our Next Generation We Must Act Now to Stop Epidemic From Going Further

BY DR. SARB GREWAL

T

here is an epidemic going on in North America and it’s killing our next generation. For the first time in recorded history, the present generation of youth and kids are not expected to outlive their parents.

This is due to the rapidly rising rate of childhood obesity and the development of diabetes. As a physician, I see this as tragic and unacceptable because both obe- BY DR. SARB GREWAL sity and diabetes are, for the most part, preventable.

What is Diabetes?

In a healthy body, sugar and carbohydrates are broken down into glucose, which your cells use as fuel. The pancreas produces insulin that helps channel the glucose molecules into your muscle and liver cells for stored energy.

The pancreas adjusts the amount of insulin according to the amount of glucose in the blood.

There are two types of diabetes, Type 1 and Type 2. With Type 1, your body cannot produce enough insulin, typically resulting in the patient needing daily insulin injections.

Various factors may contribute to type 1 diabetes, including genetics and exposure to certain viruses. With Type 2, the most common type, your cells stop responding to insulin, becoming insulin resistant. The exact cause of Type 2 diabetes is unknown, however excess weight and physical inactivity have proven to be important factors. In both cases, glucose can’t get into your cells and the amount of sugar in your blood becomes too high.

What’s the Big Deal?

Diabetes affects every system in your body from head to toe. Complications include: • Stroke • Blindness • Heart attack • Kidney failure • Impotence • Circulation problems / amputation

Visit a dialysis unit and you’ll find over 80 per cent of the patients have diabetes. When you are diagnosed, your chances of having a heart attack or stroke immediately skyrocket, becoming five times greater. Many people are unaware they have diabetes and may have it as long as five years before they become sick enough to see a doctor. Unfortunately, by this time some of the damage is irreversible.

The Fat Factor It is clear that diabetes is a significant problem that cannot be ignored and the fight against diabetes includes a lifestyle change to combat obesity. Numerous studies have concluded that there is a direct relationship between obesity and Type 2 diabetes, and Type 2 is what most physicians are worried about because it can be completely prevented. This type has been known as “adult onset” diabetes but it is increasingly found in overweight children and teens.

Act Immediately If your child or teen is struggling with obesity, now is the time to get help because undiagnosed diabetes can lead to serious and irreparable health problem. An immediate visit to your family doctor for a diabetes test is important.

At Preventous, we take a unique team approach that results in early disease detection and illness prevention.

Through our preventive /Twenty-four Seven Club/T health care program, you and your child will get the information, guidance and assistance to develop healthy habits so you don’t have to worry about obesity and diabetes. Your Preventous physician, registered dietitian, and kinesiologist will work with you or your child to assess current health status and to design a customized, multi-disciplinary program that includes a medical, nutrition,and fitness plan.

More importantly, we will teach you the tools to develop healthy habits that last a lifetime.

Our children deserve to live long and healthy lives. If we establish behavior change, and incorporate the right tools now, we can prevent a future of poor health and reduce the risk of early illness and death.

If you need advice or assistance on preventing or dealing with obesity and diabetes give us a call or come in and talk to us today. Make your family part of the Preventous family.

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403.229.0129

The Bottom of the Barrel • Richard Bronstein

The Bottom of the Barrel

By Richard Bronstein

I

’m working my way through Jeff Rubin’s new book, “Why Your World Is About to Get a Whole Lot Smaller,” a treatise on the world nearing peak oil production and what that means for you, me and the world economy. It’s taking a while, not because this is a difficult book to read by the former chief economist at CIBC; in fact, it is a well told story. The reason it’s taking time is that I try to crosscheck some of his references with other sources to see if this “maverick” economist is even in the ballpark.

According to some in the oilpatch, for example the CEO of Suncor, Rubin’s prediction of $200 a barrel oil is entirely out to lunch. “Is he an economist or an entertainer? I guess if you live long enough you’ll see anything,” Rick George told the Toronto Star newspaper.

It’s a dangerous game to make a hard prediction about oil prices at any time. But there seems to be some merit in discussing important long-range trends that are affecting the exploration, consumption and pricing of the world’s most important fuel.

In Jeff Rubin’s view, oil is inevitably headed to over $200 a barrel in the next two or three years. If this happens, everything that is dependent on oil – from manufacturing to shipping and to the way we live – will be seriously dislocated. Rubin goes so far as to claim that the world of international trade will shrivel and we will all live more modestly, more locally. A lot of those manufacturing jobs that left North America to low-wage countries will soon come back because shipping costs will become very prohibitive. He predicts US$7 a gallon gasoline in the U.S., resulting in 10 million fewer car sales in the heartland of the automobile. (I guess now is not a good time to be investing in GM. Oh, we already did that?)

This is not all bad, Rubin writes. “We will soon become far more attentive custodians of our own little worlds, and that is likely to make our neighbourhoods better places.”

Is Jeff Rubin out there on a limb all by himself? Actually, he has a lot of company.

Several months ago, the U.K. Industry Taskforce on Peak Oil and Energy Security released a report anticipating that 6 • JULY 2009 BUSINESS IN CALGARY

peak oil problems will hit the U.K. starting in 2011. The report says peak oil is the greatest security threat to the globe today.

The International Energy Agency, an arm of the OECD, predicts that with even modest increases in consumption, demand for oil will increase from 85 million barrels per day in 2006 to 106 million barrels per day by 2030. That means finding six new Saudia Arabia fields in the next 20 years requiring an investment of one trillion dollars. That’s one thousand billion. Contrast this with Imperial’s $8 billion investment in the oilsands – we’ll need $992 billion more just to keep up.

Some political leaders, notably President Barack Obama, seem to share this vision as he recently outlined a radical new energy strategy for the United States to try and break America’s dependency on rapidly disappearing cheap oil from abroad.

Even Vancouver is in on the act, appointing a task force which Mayor Gregor Robertson says will look into “what is the impact on citizens living in Vancouver of the phenomenon of peak oil. I think we underestimate this at our peril right now, and it needs to be factored in with the decisions we are making this term for sure,” he told a local newspaper.

The big question I have based on just a layman’s knowledge of these things, is why, if Alberta sees itself as a major international petro-power, we don’t have public discussion of this serious issue in Alberta. It seems to me that our Alberta government is absolutely uninformed and totally unprepared to even think about the possibility of peak oil happening sooner rather than later. It’s like we are all so busy scraping the bottom of the oil barrel to sell as much as we can before the real grown-ups enter the room and put an end to Alberta’s little oil party.

Doesn’t it make sense that if the Alberta government is really the custodian of our resources, that we should have an independent think-tank or two advising us about oil policy in the future? Especially when that future may be just around the corner. BiC

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Enthusiastic Environmentalists and Moral Smugess • Frank Atkins

Enthusiastic Environmentalists and Moral Smugness

By Frank Atkins

I

first heard the term moral smugness during the rather lengthy, ill-focused public debate surrounding the Kyoto accord. The United States refused to ratify the Kyoto accord, and this led to a great deal of empty rhetoric from the Canadian Suzuki types. A commentator in the United States responded that Canadians have this air of moral smugness.

I do not think that this can be applied to all Canadians, but rather to that small subset of Canadians who are what may be politely called enthusiastic environmentalists.

The reason that I recalled the moral smugness comment is that we now have curb-side recycling in Calgary. In general, I like this idea and I support reasonable, well-thought-out recycling initiatives. However, I do not think that this initiative is well thought out.

It is the manner in which it is being implemented that I object to. Why we want the City of Calgary to run this is something that I have never understood. However, the enthusiastic environmentalists insist that it must be a government program. It is, of course, no accident that the enthusiastic environmentalists almost universally occupy the far left end of the political spectrum. This is most likely why it is

run by the local government. Apparently, you cannot trust free enterprise to do this properly.

These enthusiastic environmentalists have now responded to the implementation of curb-side recycling by the government with the usual moral smugness. We have been scolded in the media for being the last major city to implement such a program, and we have been told that “it is about time” that we got around to this. I suspect that if we implemented a free enterprise system of curb-side recycling we would have been subjected to moral outrage (sort of like the losing side of moral smugness). It is because these individuals are presumed to have some sort of morality on their side that we can never debate any of these environmental issues. They are simply correct, and anyone who does not see this should not be listened to.

The more general problem here is that individuals on the left side of the political spectrum do not seem to understand how an economy operates.

We constantly hear how green initiatives such as curb-side recycling are going to create thousands of jobs. This is not creating new jobs but rather simply the government mandating the way in which we must behave, and

taking jobs out of the private sector and putting them in the public sector.

You create new jobs when individuals demand more goods and services, so that some entrepreneur can make a profit by supplying these goods. Of course, if you have morality on your side, profit is a dirty word, so we are better off if you let the government run things, and you pay for this through higher taxes. This is where the great contradiction arises. The government is notoriously bad at running anything efficiently. So this means that if the government runs some program, the public will ultimately pay more for it than they would if it was run by the private sector. I predict that there will be huge cost overruns in the implementation of government-run curb-side recycling. Of course, this means that our taxes will increase to pay for an inefficiently run program. But that is all right because, in the words of David Lewis, the 1960s leader of the New Democratic Party of Canada, we will have won a “moral victory.”

Frank Atkins is an associate professor of economics at the University of Calgary and a member of the Advisory Board of the Institute for Public Sector Accountability.

I predict that there will be huge cost overruns in the implementation of government-run curb-side recycling.

8 • JULY 2009 BUSINESS IN CALGARY

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Thirty Means - 30 - • Peter Menzies

Thirty Means -30By Peter Menzies

T

hirty years and a month ago I began my career in journalism as a summer intern at the Cowichan News in Duncan, B.C. For now, it ends.

Yes, my appointment last month as Alberta and Northwest Territories CRTC commissioner has a lot to do with it. But the truth is that I really don’t have anything left to say in this genre. I have had most of the arguments, very publicly.

I’ve won a few and I’ve lost most of those that really mattered to me – at least for now.

I have had the opportunity to cover some amazing events – such as during my tenure in sports at the Calgary Sun – the World Cup in Mexico in 1986, (I will never forget Luis Fernandez of France, following 90 minutes of play at 7,000 ft. in 40oC temperatures, meeting with the media while sipping a glass of wine and lighting a smoke), the Olympic Winter Games in 1988 and Stanley Cup finals in 1986 and 1989. In my news life I saw the Klein Revolution first hand at the legislature in the days when Jim Dinning would rise in question period and respond to the latest plea for funding by saying, “Mr. Speaker, No” and then sit back down. I saw the rise of the Bloc and Reform and sat, fascinated, in the Parliamentary Press Gallery in Ottawa while the results of the 1995 referendum of Quebec sovereignty rolled in. I won a National Newspaper Award and was honoured by the Association of Opinion Page Editors for my skills as an essayist.

Over the years at the Calgary Herald as editorial page editor, editor in chief and publisher I met prime ministers, presidents, premiers, royalty, philosophers, playwrights, theologians, authors, state and territorial leaders from across North America and beyond. On Sept. 11, 2001 we published the first Extra Edition of the Calgary Herald since Wandering Spirit, angered by broken promises and the loss of the buffalo, engineered the Northwest Rebellion’s Frog Lake Massacre in 1885. I worked for and with some larger-thanlife characters, revered and vanquished, such as Conrad Black and Izzy Asper. I have made many friends and learned that not everyone who is friendly is a friend. I have seen power and I have felt it.

It was wonderful. It was everything – and much, much

10 • JULY 2009 BUSINESS IN CALGARY

more – that I dreamed of when I embarked on the adventure 30 years ago banging out stories on a typewriter in that little building on Vancouver Island.

I have made many friends and learned that not everyone who is friendly is a friend. I have seen power and I have felt it.

But I have also learned that there is a rich, full life beyond the narrow spectrum of that world. My wife and I have raised two of the finest, most beautiful young people you can imagine. We have volunteered for charities, sports and the arts; this city has been good to us and over the past 26 years here we have tried to be more than mere Buffalo Hunters who only take from this land and leave nothing to sustain it. I have learned that the world changes not through media’s obsession with “events” but through the incremental impact of ideas and the vast mysteries of faith or the lack thereof. I am still trying to change and articulate the world and its meaning while understanding that in these matters reasonable people of good faith may always disagree.

I am not a great writer, but I am pretty good at it. Two years ago, as a senior fellow with the Cardus think-tank, I was invited to spend a week in the New Mexico desert with artists, poets and authors contemplating Islam, Judaism and Christianity through the prism of art. It reminded me of the dreams of a long-haired and bearded young man ill-prepared for the world’s realities, petrified by his own potential for failure and uncertain of his considerable capacity for success. That is the world where my writing now belongs; where it is called to go. It is the world beyond cops, courts, commerce and politics where writing touches people’s hearts and tweaks their souls. It is about beauty and a refuge from the otherwise concise life of a regulator charged with overseeing the nation’s ability to reflect its culture.

It is there. But it is not here.

And so it is time to go.

Connecting Industries One Cable at a Time by mary savage photo by alix at aera creative inc.

L

ike so many things we take for granted, the telecommunications industry keeps the world in touch: business-to-business, job-to-job and person-to-person. In our corner of the world, two enterprising men, Dwain and Dave Sheldrake, recognized the need to provide a turnkey operation within the industry. The father-and-son team established Drake Communications Inc. in 2006.

Drake Communications specializes in six major areas: voice and data cabling, paging systems, telephone systems, small computer systems, on-site network troubleshooting, and fibreoptic cabling. “Most people sit at their desk and assume the phone will ring, the fax machine will work, e-mails will arrive and it’s business as usual. However, they don’t realize the amount of work that’s involved to get these services running,” says Dwain.

Voice cabling systems involves setting up phone lines, fax machines and point of sale / debit machines. Data cabling brings the whole computer network system together and allows the machines to work as one. “The structured cabling, being voice and data, complement each other and are essentially joined at the hip,” explains Dave. Paging systems are common in manufacturing plants, schools and the like as they allow the receptionist, or any employee, to page staff without leaving their desk. Their expertise with telephone systems includes everything from programming the phones with an automated message to setting up direct lines for individual workers.

Although it may sound commonplace, these are essential tools of any business.

Small computer systems involve the day-to-day maintenance and Drake Communications services small businesses of three to four people up to companies that employ 40 to 50 people.

“Many smaller businesses don’t have IT support on staff, so we are able to provide this service when the company requires it,” adds Dave. On-site network troubleshooting is another area of expertise for Drake Communications. Whether they are engaged in preventive maintenance or solving a problem, this is a valuable service for any size company. “We were working on a job in the foothills and we needed to install an emergency communications system. There were sour gas wells in the area and we had to provide a solution for dealing with safety in the event the residents had to be evacuated, so we designed and installed a system that could be activated remotely,” recalls Dwain.

Dwain and Dave Sheldrake

Drake Communications’ clientele spans many business sectors, from professional to commercial and industrial to retail.

If you’re in business, then you need to be connected to the world. They service businesses throughout southern Alberta, but they have also worked overseas on oil and gas related projects. Closer to home, they have contracts for several national and international companies. “We are small enough to provide personalized service, but large enough to provide service on all levels,” says Dave.

Although no business can escape the fallout from a slow economy, the demand for their services remains strong.

“Whether businesses are expanding or downsizing, there is always going to be a need for our services because we help to make the business operate more efficiently,” asserts Dave.

“Clients are looking for better value today and we will always go the extra mile to deliver it.”

Between the partners, they bring over 50 years of industry experience to any job site and have seen, first hand, the evolution of the IT age. “Things we did 20 or 30 years ago are now routine. Technology continues to evolve, and with the furthering development of microprocessors there is so much more we can do today. It’s faster, less complicated and less expensive,” remarks Dwain. The partners recognize the industry is ever changing and are committed to ongoing training to continually improve their knowledge and techniques. “As for the future, we are only limited by our imaginations as to what may be possible!”

Drake Communications Inc. • (403) 862-8121 BUSINESS IN CALGARY JULY 2009 • 11

Off the Top • News

Homburg Stimulates Condo Buyers Homburg Canada is looking to fill The Castello, a highend condominium in downtown Calgary, and it is going to great lengths to do it.

On June 2, Frank Matheson, president and CEO of Homburg Canada, made the Homburg Private Stimulus Plan public. Recognizing the rough economic conditions and eager to fill the remaining unoccupied units at the lavish 12th Street condo, Homburg is offering a unique finance option that will see future occupants of The Castello deviate from traditional financing methods by offering its own.

“Being as it is, there is a stall in the sales. As a result we have decided to do something to try and kick-start the sales in this area and we decided to offer something no one else can,” says Matheson.

“We are able to provide a stimulus package to individuals whereby, aside from a 10 per cent down payment, the balance will be paid in two instalments by way of first and second mortgages.

The first mortgage [will be offered] at four per cent, interest only, and that will be for five years. The second mortgage will be at a seven-year term at six per President and CEO of Homburg Canada, Frank Matheson (left), stands with Ashley cent and no payments will Phillips, vice-president of operations for Homburg. Matheson recently announced be made on that, the interest a new financing option for the remaining will accrue.” units in the higher end condominium.

The Castello is a $20-million plus project that is made up of 19 floors with condos ranging from one-bedroom units to full penthouses, all of which fall between $400,000 to $1.1 million.

“We feel in doing this we can allow people to move into a condo today, at the reduced rates today, and in five to seven years we hope there will be an increase in the marketplace. [We hope] there will be a greater demand in five to seven years and they will be able to proceed into conventional Cole Harris, president of Centron (right), financing or, if so be, they stands with Jim Mitchelson of JRM Realty Advisors at the media tour of The can sell the units.”

Castello. Harris’ company is behind the construction of the condo project.

12 • JULY 2009 BUSINESS IN CALGARY

Homburg’s people have made calculations of what it would take to buy a unit in the building. Using $500,000 as a hypothetical cost, a potential buyer would pay approximately $1,000 monthly.

“If you were going to buy that in a conventional way you would probably pay three times that amount,” says Matheson. “We feel it is a stimulus for individuals. We will provide all fees, all legal fees and all closing costs so that all anyone will have to pay to get into this building is a 10 per cent The Castello. down payment.”

Along with Homburg, Centron constructed The Castello and together the companies operate under Homburg-Centron Teamworks. Together they fund, construct and manage commercial and residential projects.

Being a higher end building, The Castello would not normally be in the price range for many condo buyers.

“It is a higher end property. Because of the large space it definitely has a higher price tag. With that being said, the Homburg Stimulus Plan will allow other clients to potentially move into the building who may not have had the option before,” says Allison Clark, sales and marketing manager for Centron.

The goal of both Homburg and Centron is to fill the condominium so they can continue developing other projects.

“Homburg is a large company that does all sorts of great developments, not only in Canada but in Europe and all over North America. We just saw this as an opportunity with them to develop commercial space as well as residential,” says Clark.

Matheson says Homburg has a 25-year history in Calgary and they are always looking to expand both locally and abroad.

“We feel it is a real opportunity,” he says. “It allows us to dispose of some inventory so we can build some more.”

Despite the unique actions Homburg is taking, Matheson isn’t worried about the risk nor being copied by others.

“There is always a risk because I hold the mortgages; if there is a default I get the unit back. But from our perspective we feel the quality of the client that is going to be buying these properties means there is very little risk to us,” he says. “As it stands right now we own these units outright and so we’re able to provide the stimulus. I don’t think there is any other inventory out there that is able to follow us in that respect.” BiC

Off the Top • News

Tenth Anniversary of the Chickwagon

By Arlene Flock

I am an incredibly avid fan. There is nothing more fun, exciting and seriously competitive than chuckwagon racing at the Calgary Stampede. About 10 years ago, I was watching the racing and complaining to Bill Singh: “How come the men have all the fun?”

If you want to get in the game, buy your own wagon! How about with a group of ladies?” Well, yahoo – it’s the Chickwagon!

I then called 10 girlfriends, gave them my “I have a dream speech,” asked them to find another 10 friends each to pay $500 and join the Chickwagon. It was a bit of a tough sell but this determined group of women had a can-do attitude and raised $50,000. We proudly arrived at the chuckwagon auction, bid quietly, to become very loud, as the first all female wagon owners at the Stampede. We had made history! Our first driver was Rick Fraser, who ended up winning the “rookie of the year” award and in this, our 10th anniversary year, we have the honour of running with him again.

What happened over 10 years is a truly amazing journey.

A feminine diversion in the “ol’ cowboy world” was truly welcomed with open hugging arms. We had tons of fun and added blink and pink to haystacks and horses.

“Decor the barn in pink; why not?” says Rick Fraser. “It is an honour. These girls are great. They have brought a lot of magic to the racing, the track and a great change in attitude.”

Next were chicken outfits for the Stampede Parade, barn dances with thousands of fans, yakking and snacking on the tarmac, Rangeland tent parties, artist of the year programs, etc.

With the leftover funds, the Chickwagon supported various women’s charities each year - giving over $300,000 in cash, thousands of hours in labour and tons of gifts in kind.

We are busy chicks and still going strong in our 10th year as the Chickwagon Foundation for Women. YAHOOOO. BiC

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www.am770chqr.com BUSINESS IN CALGARY JULY 2009 • 13

Off the Top • News

Calgary Youth Lead the Way

Transferring technology

...

14 • JULY 2009 BUSINESS IN CALGARY

You don’t have to wait to do great things tomorrow when you can do them today.

This was the message youth from all around southern Alberta were taught at the 2009 Rotary Youth Leadership Awards (RYLA) held May 21-24 at the University of Calgary.

This year’s theme was “Make Dreams Real” and that is exactly what the Rotary organizers looked to instil in the more than 80 Grade 10-11 students that took part.

“The leadership part comes from them; what I’m teaching them is the ability to get involved and have a voice,” says Dan Doherty, district chairman for District 5360.

Rotary clubs go to schools throughout the district speaking to students about RYLA. The youth came from as far away as Lethbridge and Lacombe, Alta. Over the intense few days youth are put through an assortment of activities that help show them the skills to lead and fend for themselves in the real world. The issues they speak about during RYLA are issues that they deal with daily. Everything from finances and the environment to more pressing social issues are touched on such as peer pressure, drugs and many other pressing topics.

“At the end of the four days they did a 10-minute presentation to everyone in RYLA plus I had 100 people come,” says Doherty. “They try to come to some sort of resolution. I tell the parents and the Rotarian and community leaders of today that I apologize and (they) are going to be uncomfortable.” Doherty says this is because the presentations often deal with serious topics and situations that are normal for high school students but may be foreign to many adults.

These real issues help the participants to relate to what the instructors and counsellors are saying. To see the results all you have to do is pay attention to the counsellors who are past RYLA participants. Doherty says he tried to have past RYLA winners instruct as much as possible to their fellow youth.

“I believe that these kids are leaders already,” says Doherty. “A lot of these kids are doing a lot of neat things already in the community like running leadership programs, while some of them are getting involved in social issues and running social programs.”

At the end of the four days anonymous surveys were collected from More than 80 youth took part in the 2009 Rotary Youth Leadership Awards held at the University of Calgary. An intense the participants. In general the sur- weekend of activities and communication helped these select veys came back off the charts with few develop as current and future leaders. glowing comments about the entire program being the norm.

“I loved everything and am very thankful for sharing the RYLA weekend with so many inspiring youth,” read one survey.

To help keep youth communicating with others from around the world, District 5360 will be sending two youths to a workshop being put on in Birmingham, England June 21-24. BiC

Off the Top • News

Entrepreneurs are Still Seizing Opportunities, Despite Recession Entrepreneurs are still focused on growth and pursuing business opportunities despite the fact that many Canadian organizations are struggling to save on costs and stay afloat, says a new Ernst and Young study, Seizing opportunities.

Despite the global economic downturn, 93 per cent of survey respondents report they are broadening their customer base and entering new markets. Similarly, 89 per cent said they’re making sure to recruit and reward their key people and 80 per cent are contemplating mergers and acquisitions.

“It’s encouraging to see that entrepreneurs are so forward-looking and remain optimistic despite current challenges the economy has brought,” says David Boomer, proDavid J. Boomer gram director for the Entrepreneur Of The Year Awards in the Prairies region. “It’s this sense of optimism and desire to innovate that sets entrepreneurs apart from the rest and helps to propel our economy forward.”

The Ernst and Young Entrepreneur Of The Year Awards are currently in their 16th year in Canada, and are recognized globally as the world’s most prestigious business awards for entrepreneurs. The awards honour outstanding Canadians in a variety of categories who have turned their unique business vision into a successful reality.

“While struggling Canadian companies are focused solely on survival, entrepreneurs have demonstrated a strong focus on increased efficiency and the productivity of their people,” says Boomer. “It’s critical that we continue to recognize this determination and support them along the path to success.”

The Entrepreneur Of The Year Awards finalists for the Prairie region will be announced this month. For more information please visit ey.com/ca/eoy. The 2009 Awards Gala takes place in Calgary on October 16, 2009.

For its report, Ernst and Young surveyed more than 3,000 global winners and finalists of its Entrepreneur Of The Year award. BiC

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www.arc.ab.ca BUSINESS IN CALGARY JULY 2009 • 15

New Chuckwagon Rules Take Effect • Chuckwagon Feature

New Chuckwagon Rules Take Effect

By Business in Calgary Staff Photos courtesy of the calgary stampede

C

hanges that were introduced to the Calgary Stampede’s chuckwagon races last year to improve safety will continue in 2009 along with some other format changes being implemented this year.

In 2008, penalties for infield interference were introduced so violators get a 20-second penalty and minimum $5,000 fine and a suspension from one performance. Penalties for interference on the racetrack climb to 30 seconds, a mini-

16 • JULY 2009 BUSINESS IN CALGARY

mum $10,000 fine and suspension of two performances. A second offence nets a driver 30 seconds plus $20,000 and disqualification.

The three-person Chuckwagon Safety Commission will keep a careful eye on racers in 2009, but there are some format changes taking place this year after the contract the Stampede had with the Canadian Professional Chuckwagon Association (CPCA) expired last year.

the spirit of alberta

Chuckwagon Driver Chad Harden Sponsored by ATB Financial

The figure-eight, the tent poles, the stove, the announcer’s voice barking “And they’re off!” – they’re as deep-rooted a part of Alberta life as the Rockies and the Prairies.

But Albertans can be reassured that ATB is stronger than ever. We responded to customers last year with record loan growth, ensuring that Albertans and Alberta businesses that needed access to credit had it.

So is ATB Financial.

As we look out at the horizon for the coming year, we know we’re going to face some challenges. Ups and downs, good times and tough times: that’s Alberta for you. Just as drivers like Chad come around that last barrel and charge with determination into that roughand-tumble backstretch, ATB and Albertans will stand together to face those challenges head-on.

We were created 70 years ago to help Albertans during a challenging time. And we’re more eager than ever to stay true to that original purpose. We strive to really understand Albertans and their financial needs, to serve Albertans better than any other bank, and to give back to communities where we live and work through our sponsorships, our donations, and our support of worldclass athletes/Alberta ambassadors like chuckwagon driver Chad Harden.

There’s been plenty of talk in the business world about the crisis in financial markets and the “credit crunch.”

® ATB Financial is a trade name/registered trademark of Alberta Treasury Branches.

We’re proud of Chad and his fellow drivers for keeping the Western spirit of chuckwagon racing alive, and we hope to make Albertans just as proud of ATB.

New Chuckwagon Rules Take Effect • Chuckwagon Feature

Spokesman Doug Fraser says the new format is not a slight on the CPCA in any way, but rather meant to ensure the best drivers are invited based solely on merit.

The Stampede worked with the CPCA and the World Professional Chuckwagon Association (WPCA) to develop a unified set of rules for the sport moving forward. The GMC Rangeland Derby has become the equivalent to the Stanley Cup or Grey Cup in the chuckwagon racing circuit.

This year, the top eight wagons from the aggregate competition will advance to a new semifinal Saturday. The four drivers with the fastest times from Heat 8 and 9 races on Saturday will advance to the $150,000 Championship Final Heat on Sunday. Instead of all 36 drivers shooting for four spots, they’ll be vying for eight positions and will compete the first four days on a different barrel, then on the same rotation for the second four days so they are on a different barrel each day.

Drivers will be invited on merit instead of a negotiated contract from 2009 forward. Eight drivers will be invited based on 2008 Calgary Stampede Aggregate Standings;

eight based on CPCA standings; 18 based on WPCA standings; and two invited at the discretion of the Stampede.

Spokesman Doug Fraser says the new format is not a slight on the CPCA in any way, but rather meant to ensure the best drivers are invited based solely on merit. In recent years, more of the top drivers have come from the WPCA circuit and so the new invitation framework will reflect that.

The 2009 format doesn’t mean the actual ratio of drivers from the CPCA and WPCA will be set in stone and will be reviewed each year.

The GMC Rangeland Derby will also offer more prize money this year. With nine heats every evening, each race features four drivers, 32 horses – that’s 128 thundering hooves – competing for a share of $1.154 million in total prize money over 10 days. This year will also be the debut for the new voice of the GMC Rangeland Derby, Les McIntyre. BiC

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Cowboys and Neal Walgenbach

TEAM UP! Neal Walgenbach Neal has qualified for the Calgary Stampede GMC Rangeland Derby sudden death championship final heat 3 times, is co-holder of the Calgary Stampede GMC Rangeland Derby track record, and was the Calgary Stampede’s Orville Strandquist Award winner for the Top Rookie Driver in 1995. In his first year competing with the CPCA, 2008 saw Neal win the Little Pine Chuckwagon Championship and the CPCA High River Championship en route to winning the CPCA ChampionBirth Date: July 6, 1956 ship, and along with his family, received the CPCA Chuckwagon Family of the Year Hometown: Award . He is a former 2-time champion of the WPCA Dodge Pro Tour ChampionStettler, AB ship and was the 1987 WPCA Top Rookie Driver.

2009 Stampede Events Wednesday, July 1 Collective Soul

Friday, July 3 Legendary First Friday

Sunday, July 5 LMFAO

Monday, July 6 Battle of the Bands

Tuesday, July 7 Jo Dee Messina

Wednesday, July 8 The European Chippendales & Miss Stampede

Friday, July 10 The Official Corona Days Pre- Stampede Party

Sunday, July 12 The Official Pink Party Hosted by Paris Hilton & Doug Reinhardt

Calgary Stampede Boosts its Profile • Calgary Stampede

Calgary Stampede Boosts its Profile Federal injection of cash helps promote the Greatest Outdoor Show on Earth amid a recession

By Business in Calgary Staff

C

algary Stampede officials admit they’re concerned about the potential impact of the state of the economy this year on attendance, but it could turn out to work in their favour as people are being encouraged to take “staycations” – a term provincial tourism officials coined in a bid to get cost-conscious Albertans to spend their vacations closer to home.

With a $2-million cash injection from the federal government’s Marquee Tourism Events Program in April, the Stampede has been using the money to more heavily promote the Stampede around the Pacific Northwest, B.C. and Saskatchewan. “We’ve been in those markets before, but the partnership we’ve managed to grow with the federal government has allowed us to expand our marketing in those areas,” says spokesman Doug Fraser.

There are also a lot of other changes taking place on the Stampede grounds this year as the organization looks for ways to provide more value and entice people to a series of new events and features at the park.

The Bell Getaway, free with park admission, is a new “digital playground” where visitors experience a sensory overload with the latest technological toys. Also new to the park this year is the Western Oasis for those seeking a more serene experience. It will include art and water features, cowboy poetry and music matched with good food and a wine garden.

The Midway Circus is another new feature that will include motorcycles flying over the midway, the Flying Fools High Dive Show and various other entertainment acts. Disney’s High School Musical: Summer Celebration will appeal to

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Calgary Stampede Boosts • Calgary Stampede

families and children, having been described as a modern adaptation of Romeo and Juliet.

“We are truly focused on value this year,” says Fraser.

“We’ve added so much new value and free entertainment.” The Stampede is also launching a series of new bundled ticket packages and its Buck the Line ticket promotion – a $150 ticket that gives visitors park admission, a ticket to the rodeo and gets you to the front of the line at Nashville North.

Meanwhile, the new Roundup Centre opened in June with a new name – the BMO Centre – after the financial institution that’s been a long supporter of the Stampede acquired naming rights. The 265,000-square-foot meeting and trade show facility is expected to host about 700,000 visitors each year at 600 events.

The $25-million river-bank reclamation project is pushing ahead to overhaul the prime green spaces along the Elbow River, a project that’s part of the Stampede’s larger vision to transform itself. The expansion and redevelopment includes a tunnel under Spiller Road and the new bridge over to Stampede Park to handle more traffic over the Elbow. “It’s giving us a brand new entrance to Stampede Park just off 25th Avenue and Spiller Road,” says Fraser. “We look forward to that being open in time for Stampede.”

Denver-based Alberta Development Partners are also pushing ahead with development of its Main Street project along Olympic Way, which includes a retail-theme street that would incorporate mixed-use developments and entertainment venues.

Fraser hopes all of the changes and new attractions will ensure this year’s Stampede is another great success. The impact to the local economy is undeniable and the organization continues to look for new ways to reinvent itself while remaining true to its roots. BiC BUSINESS IN CALGARY JULY 2009 • 21

May Analysis - Real Estate Market Rebounding

By Heather Ryan

S

oaring sales and rising prices have Calgary’s real estate market bucking the slowdown trend seen in other sectors of the economy.

“We’re definitely seeing more confidence and a growing number of people entering the real estate market,” says Bonnie Wegerich, president of the Calgary Real Estate Board (CREB). “We’re seeing a lot more activity, are ahead of last year for sales and we’ve now seen five consecutive months of increases in home sales, while our inventory continues to trend lower, which is all very encouraging.”

Recently released figures by CREB indicate sales activity of single-family Calgary metro homes was 1,584 in May, a jump of 23 per cent from 1,290 sales in April, and an increase of 16 per cent from 1,368 in sales last May. The number of condo sales for May 2009 was 653, an increase of 13 per cent from the 579 in sales recorded in April, and 13 per cent higher than last May’s 577 total.

“While we are typically busier in the spring, there’s a confidence there that’s really helping sales,” Wegerich says. “The fact that we have record low interest rates, affordability and a good selection are all coming together right now.

“We’re also seeing many first-time homebuyers taking advantage of the federal government incentives,” she says, such as the increase in the maximum withdrawal allowed under the Home Buyers’ Plan and the First Time Buyers’ Tax Credit.

“A pent-up demand has also been building over the last few months as our inventory has been dropping, and we’re seeing more multiple offers on homes, and even multiple offers on high-end homes that we haven’t seen in some time,” says Wegerich, noting one realtor with a $1 million-plus property recently had three offers, “which shows that we still have people who are confident in the market and economy.”

The average price of a single-family Calgary metro home in May was $436,427, an increase of two per cent from April’s $426,311, and a decrease of just nine per cent from May 2008, when the average price was $479,564. Meanwhile, the median price of a single-family home in May was $390,000, a three per cent boost over April’s $380,000, and down only seven per cent from last May’s $419,000.

The average price of a condo was $275,212 in May, showing a one per cent decrease from April’s $277,953, and down 12 per cent over last May’s average price of $311,816. How-

22 • JULY 2009 BUSINESS IN CALGARY

ever, the median price sat at $255,000 in May 2009 up two per cent from April’s $251,000, but down 11 per cent from last May’s $285,000.

“We’ve actually seen the average price for single-family homes grow since January,” Wegerich says, who notes that “single-family homes are selling at 96.4 per cent of their asking price, while condos are selling at 95.8 per cent of their asking price – that’s encouraging news.”

She adds the decline in inventory has helped both sales and prices. In January, the inventory would have taken 11 months to clear, while May’s inventory will take just 2.6 months. “That means buyers don’t have the same amount of choice as they did before and as the gap narrows prices are stabilizing.”

Single-family new listings added in May totalled 2,235, up 11 per cent from the 2,010 new listings added in April 2009, but a 35 per cent drop from last May’s 3,432, while condo new listings added in May were 998, up just three per cent from April’s 967 and a decrease of 35 per cent from last May’s 1,538.

“It’s hard to say if we hit the bottom, but if you’re waiting for the bottom you’re going to be surprised because you may have missed the boat already,” says Wegerich, noting that recent indications point to a move towards a more balanced market. BiC

Shane Homes’ Cal Wenzel • Real Estate Leader

Shane Homes’ Cal Wenzel

By Adria Laycraft

A

s Calgary’s economy goes through what Cal Wenzel describes as a ‘corrective stage,’ Shane Homes prepares to celebrate their 30th anniversary this summer with the attitude that a slowdown is OK. “It gives you a good time to reflect on everything you’ve done in the past and improve upon it and get ready to go

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again,” says Wenzel, president and founder of Shane Homes.

“We know we will do sufficient volume this year to where we will make a reasonable return on our investments, and then when it turns around and gets going it’ll be a whole lot better than what it is.”

Wenzel knew that the highs of 2006 and 2007 were not

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Shane Homes’ Cal Wenzel • Real Estate Leader

Back Row (from left): Dan Price (Controller), Nels Margetts (Operations Manager), Dwain Kuhn (Purchasing Manager), Lyle Faas (Drafting and Design Manage, Ron Heggs (Director of Special Projects), Dave Rickett (Sales & Marketing Manager), Front Row (from left): Vince Janisko (Estimating Manager), Sharlene Rickett (Vice President of Corporate Relations), Jim Smith (Senior Vice President of Operations), Heather Saunders (Interior Design Manager), Rhonda Halyn (Vice President of Finance), Shane Wenzel (Senior Vice President of Sales & Marketing), Centre (seated): Cal Wenzel (Owner, President & C.E.O.)

sustainable, and feels that this down time should be expected.

“As a matter of fact, I even said to my wife it was unsustainable, and it turned out it was. We couldn’t go at the rate we were going, I believe all of us builders were having problems getting good employees and trades and suppliers. We were at absolute maximum; we couldn’t do any more, but I think anyone who’s seen these cycles before, they knew things would come this way and they’ve looked after themselves and they’ll be back again.”

While Wenzel thinks that things might be turning around now, he also points out that this recession is quite different from the one in the ’80s, where high interest rates had a negative impact on the housing industry. “Unfortunately I’m old enough I can remember that time,” says Wenzel with a

24 • JULY 2009 BUSINESS IN CALGARY

chuckle. “But now we’ve got mortgage rates as low as 3.35 per cent, and of course that’s creating an affordability factor for a lot of people.”

Shane Homes, named after Cal’s son Shane who was six years old at the time of the company’s inception, is an award-winning home builder servicing 13 subdivisions in Calgary, as well as Okotoks, Airdrie and Chestermere.

“We’ve established really good relationships with a lot of the developers, so we’re feeling pretty good about everything right now.”

Wenzel believes it was not good to be at maximum levels of production for too long because it caused such a dramatic reaction on the downswing. Still, he is optimistic about the future and sees things turning around soon.

30 Years for Shane Homes • Real Estate Leader

“Although it slowed down more maybe than what I would like to see, that’s typical of what happens after a big boom. You slow down, and I think over the next year or so we’ll get back to what I would consider a normal market, which might be closer to maybe the 7,000 single-family in the Calgary market per year. That is sustainable, and if we got a small growth from A stylish Shane kitchen embodies their dedication to modern design and quality. there that would be great.

“Maybe we were up too high and shouldn’t have been quite as high. I’d say we’re maybe half what a normal market should be, but then I think we’re in a wee bit of a recovery. We’re just above the bottom and coming out of it now.”

Despite these leaner times, Wenzel looked to the future and kept as many of his people on as he could, offering them up for volunteer work at Heritage Park and keeping them busy around his own offices.

“When you get the turndown in the volume, you immediately take a look at your staff and see if you’re carrying too many people,” says Wenzel. “Fortunately we’ve always run a pretty lean type of operation, so our cutbacks on people have been very minimal.”

Despite these leaner times, Wenzel looked to the future and kept as many of his people on as he could, offering them up for volunteer work at Heritage Park and keeping them busy around his own offices.

This accomplished president also feels that the bailouts and low interest rates are making a big difference.

“I do believe the government is trying to help the economy as much as they can,” says Wenzel. “I think we’ll see in the next 18 months, not an abrupt turnaround, but we will see a turnaround.”

And he hasn’t let any of this economic gloom and doom slow them down too much. Shane Homes has sponsored the Willow Park Charity Golf Classic tournament for 11 years, each year putting in a $50,000 donation and offering their box at the Saddledome for auction, and they will be doing it again this year as well.

“The Willow Park owners are fabulous. They give up the course for three days, and they don’t charge for it, all the food and beverages are at cost, so that’s why all of a sudden the cheques to the charity are half a million dollars. We’re really pleased to be partnered with them.”

After 30 years, it doesn’t look like Cal Wenzel or Shane Homes are going anywhere, recession or not.

“The city’s been really good to us; it’s been fabulous, and we like to think we contribute back to it a little bit in our own way. It’s certainly been a pleasure being in business in Calgary, I’ll tell you.” BiC

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quikcard.com BUSINESS IN CALGARY JULY 2009 • 25

Retail Mega-Projects on Track • Retail

Retail Mega-Projects on Track Large-scale projects and redevelopments push forward despite economy

By Derek Sankey

R

etailers across the city aren’t letting the economic downturn affect their growth plans. There are many new projects underway and major projects being redeveloped – and the feedback is very positive about investing now to position the retail centres to catch the upswing in the economy.

Take Chinook Centre. Its retail property manager, Paige O’Neill, says existing retailers there are currently reinvesting and redeveloping their store concepts to be competitive when the new addition is completed in 2010. “All see the future long-term gains and are ensuring their stores are up to date and meet the needs of consumers as we move through these economic challenging times,” says O’Neill.

About 100 store leases are up for renewal in the existing centre, so many retailers are reinventing themselves. Sales and traffic has experienced only minimal declines of one to three per cent in the past year. “However, leasing to North American and international retailers has become more challenging,” she says. “A number of these retailers are holding off expansion plans for now.”

There is also a considerable amount of new projects being built, including Quarry Park SE (150,000 square feet), Stonegate Common NE (off Country Hills), Seton Business Park SE (2.5 million square feet of retail and office space), and Cranston Market SE (85,000 square feet of retail). “As communities are built, retail, restaurants and entertainment are

26 • JULY 2009 BUSINESS IN CALGARY

becoming a huge component for residents who will be able to stay in the vicinity of their homes and have their needs met,” says O’Neill.

Cindy Turnquist, of the CORE project downtown with 20 Vic Management Inc., says that redevelopment is on track for its fall 2010 completion as well. “I think the economy is on an upward swing right now,” she says. “Regardless, we would be going ahead with this because the malls needed an uplift. Everybody is hopeful we’ll be out of the recession by the end of the year. I keep my fingers crossed.”

CrossIron Mills Located between Calgary and Airdrie near Hwy. 566 and Hwy. 2 by Balzac, this $434-million massive shopping centre and entertainment complex is the first enclosed mall to be built in Alberta in 20 years. It officially opens in August this year after some construction delays and early, extensive negotiations with the Municipal District of Rocky View to secure water for the project.

The vast majority of the space has been leased with 17 anchor tenants secured and moved in, but it’s part of a larger $1.5-billion project that includes a horse racetrack and adjacent entertainment centre – the Racing Entertainment Centre – with another 120 acres of developable land remaining on top of that. Developer Ivanhoe Cambridge has

Retail Mega-Projects on Track • Retail

been working with the United Horsemen of Alberta (UHA) on the entire project with the latter group responsible for developing the horse racetrack and both groups owning the remaining land to be developed into office, retail, services and hotel accommodations.

The shopping destination will offer several first-in-Alberta stores including Holt Renfrew Last Call, Pro Hockey Life, Bed Bath and Beyond, Lacoste Outlet and the largest Bass Pro Shops in Canada. It will feature a mix of brand-name retailers, manufacturer outlets and themed restaurants, along with some of the largest-in-Alberta retail stores such as Toys “R” Us and Babies “R” Us, La Senza, H&M, The Children’s Place, Tommy Hilfiger Outlet, Laura Outlet and Forever XXL. The shopping centre has 1.4 million square feet of gross building space and 1.2 million square feet of gross leaseable space themed around geographic regions, landmarks and cultural icons of Alberta, including fashion, ranch, resource, fossils and wildlife themes. Ivanhoe Cambridge projects the entire project will employ more than 5,000 individuals on a full- or part-time basis and add approximately $5 billion in taxes to the local economy. “Ivanhoe Cambridge and UHA have been working closely with the MD of Rocky View to ensure the seamless integration of shopping, racing and entertainment in this 700-acre master-planned development,” says John Scott, vice-president of development with Ivanhoe Cambridge, a global shopping centre owner, manager and developer with properties across North America and in Europe and Brazil.

The Racing Entertainment Centre includes a one-milelong thoroughbred track, a seven-furlong standardbred track, a gaming parlour, entertainment stage and simulcast room. There is a physical link between the entertainment components of the Racing Entertainment Centre and the entertainment components in the shopping centre. Scott says the tourism piece of the component is expected to be a big draw to the area based on similar success with its Vaughan Mills concept in Toronto.

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Chinook Centre Ever since Cadillac Fairview completed the last major expansion project of Chinook Centre in 2000, plans rolled ahead for its next expansion, which is now in full swing.

The 180,000-square-foot newest addition, to be located at the northeast end of the centre and extending alongside Macleod Trail, will house 60 to 80 new retail locations, restaurants and 1,200-heated underground parking stalls.

The expansion project is scheduled for completion in October 2010. Consistently ranked as one of the top-performing shopping centres in Canada, it will be comparable in size to the CrossIron Mills concept with about 1.3 million square feet when complete. The expansion has attracted investment from high-end retailers such as Harry Rosen, who was among the first to sign lease agreements, BCBG, DC Shoes, Parasuco, Lacoste and Rudsak, among others.

BUSINESS IN CALGARY JULY 2009 • 27

Retail Mega-Projects on Track • Retail

The CORE (Calgary Eaton Centre/ TD Square) Anybody who has walked through the busy downtown shopping area of Calgary Eaton Centre and TD Square – being re-branded as the CORE shopping district – knows there has been a lot of activity happening as the entire complex gets a major makeover. In addition to a reshuffling of existing retailers, several new additions are joining the refurbished centre in the city’s core.

Significant lease changes started with the resetting of anchor stores Harry Rosen and Holt Renfrew. Harry Rosen will double in size to 31,000 square feet and Holt Renfrew is moving into its new location totalling 148,000 square feet of retail space. The +30-level 3rd Street bridge walkway is closed until the end of October to accommodate a new oval centre court area, which will connect the two centres, with corridors being widened and a new glass skylight.

The old skylight in Calgary Eaton Centre was replaced with a seamless glass dome skylight. Other changes include a new food court and additional seating, new floor tile, changes to the escalator system and an elevated glass floor on the 3rd Street bridge area.

The City of Calgary closed the LRT station on 7th Avenue for refurbishment as part of its plans to redevelop the LRT corridor to improve safety and enhance access throughout downtown. The new Holt Renfrew building is scheduled for a summer 2009 grand opening. The CORE project will see the addition of several new tenants throughout the entire project.

Southcentre Another Ivanhoe Cambridge-owned project has been getting a new look after earlier this year celebrating the grand opening of its new 920-seat food court as part of the mall’s $108-million redevelopment. The mall encompasses 962,000 square feet and is getting a 28 • JULY 2009 BUSINESS IN CALGARY

View of the new Holt Renfrew.

35,000-square-foot expansion with the new food court at the centre of it.

Officially opened in 1974, the mall has undergone smaller changes that include a new customer service centre,

new finishes throughout the mall including flooring, paint and columns, new seating areas including a sports zone, new washrooms, a new elevator and a new escalator. BiC

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Leaders

Leaders of Tomorrow • Cover

of Tomorrow

Leaders of Tomorrow: Honouring Calgary’s Visionary Entrepreneurs and Business Leaders

BY DEREk SANkEY PHOTOS BY ALIx AT AERA CREATIVE INC.

O

ne of the qualities of any good leader is the ability to clearly see an opportunity where others do not and to seize it. When others doubt and flounder, great leaders persevere. This year’s list of Business in Calgary’s 2009 Leaders of Tomorrow may all have slightly different leadership styles, but they execute their objectives with integrity and act as role models to aspiring young entrepreneurs. They are not just bosses or managers or business owners, they are true leaders.

“They demonstrate a passion for the industry that they are in and a desire to be the best they can be,” says Dan Doherty of D3 Strategies Inc. and MacLeod Bros. As one of the judges for this year’s Leaders of Tomorrow, he had the difficult task of sorting through a long list of nominees that demonstrated strong ethical leadership in their own ways.

Those who were selected stood out not only for their incredible business success, but for their ongoing contribution to building Calgary’s communities and making them stronger through their actions. “After we determined that indeed their business model was successful, their active participation in the community was the primary criteria that separated the Leaders of Tomorrow from the others,” says Doherty, who joined Michelle O’Brien-Moran of Meyers Norris Penny and

Mike Carlin of BMO Bank of Montreal as judges.

Fifteen points were awarded based on business achievement – taking into account past growth and future potential for the company – and ten points were awarded for the nominees’ active community involvement. Five points were awarded for their contributions to their respective professions or fields of practice through involvement with industry and trade associations.

The Leaders of Tomorrow demonstrated integrity in all areas of their life – work, home and community. Their passion and pride is being honoured because, as many of those selected will tell you, the early days of starting any business require countless hours of dedication, passion and a drive to succeed that cannot be broken.

The stories behind each Leader of Tomorrow are as varied as the industries they cover. Each has a unique tale of struggles, challenges and ultimately success, but all form a part of what makes Calgary and its business community unique.

Entrepreneurialism is as much a part of the fabric of this city as the people who make it up. Through their actions, they have moved people, business and community forward and Business in Calgary honours them for helping to make a positive impact on the city.

The Judges

Michelle O’Brien-Moran

Platinum Sponsor 30 • JULY 2009 BUSINESS IN CALGARY

Dan Doherty

Gold Sponsors

Mike Carlin

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Leader of Tomorrow: Andrew Watts Company: Watts Mechanical Services

D

on’t tell Andrew Watts there’s an economic slowdown. His company, Watts Mechanical Services and its division of Watts Building Maintenance, are growing exponentially. He’s in the process of planning three new divisions essential to the construction industry and continues to look for acquisitions as he implements new technology and green initiatives.

The company’s roots are in commercial and mechanical plumbing and HVAC, but has branched out into industrial, retail and residential customers specializing in new construction, tenant improvement and building maintenance. Watts got his start with his parent’s company while working summers in university, then joined full time after graduation.

When he first took on the role of CEO, his vision and ambition were immense. His natural leadership style is also a lifelong learning experience that he knows applies to more than just business – it becomes a defining character trait, not just a managerial skill. It’s a trait he learned in academics and athletics – he was a competitive ski racer and snowboarder – and knows that even when you miss the podium by hundredths of a second, there are valuable lessons to be learned if you’re willing to learn them.

Associating with groups like the Entrepreneurs’ Organization has been an incredible benefit to his personal and professional growth. Being an entrepreneur means there will be great days and days where you doubt your ability, but perseverance builds character and increases determination to push through tough times. “Once you learn these lessons, and try not to repeat them, what seemed like the impossible before now merely becomes a bump in the road,” says Watts.

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Leader of Tomorrow: Benjamin Wong Company: Canada Diagnostic Centres

B

en Wong has never been driven by financial gain at the expense of personal or professional fulfilment. To do so would demonstrate a certain degree of poverty in ambition, he says. “I believe that you must challenge yourself and take risks before you can expect a reward,” says Wong.

It’s a philosophy that has served him well. Prior to joining Canada Diagnostic Centres (CDC), he was an assistant professor of radiology at the University of Alberta where he realized the delivery of diagnostic radiology in hospitals was inefficient and inflexible. Having practiced in radiology with a special interest in MRI and sports/occupational medicine, it was a natural evolution in his career.

Today, he has helped revolutionize these diagnostic services with CDC, which operates numerous non-hospital clinics across Canada with a predominant footprint in Calgary. As a product of immigrant roots, he had the values of hard work, responsibility, perseverance and moral conscience instilled in him at a young age. Patience, he says, is more than a virtue; it’s a quality of any good leader, just as actions speak louder than words. “A credible leader will commit to the same directives that he or she insists from the team, so as to instil a sense of genuineness,” says Wong.

Like many entrepreneurs and leaders, Wong knows how much perseverance counts for in life. As Thomas Edison once said: “Many of life’s failures are people who did not realize how close they were to success when they gave up.” Leadership is impossible without knowing yourself first. “By being grounded and reflective, you will more effectively build credibility with your supporters and surround yourself with talented individuals,” he says.

Platinum Sponsor Gold Sponsors 34 • JULY 2009 BUSINESS IN CALGARY

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Leader of Tomorrow: Brian Callow Company: Callow & Associates Management Consultants Inc.

I

t’s amazing how many business contacts you can develop on the running path. Brian Callow works out regularly at the YMCA to keep fit, but networking comes naturally to him in any environment.

One of the biggest contributors to his success comes from the people he surrounds himself with – whether it’s from the gym, the running path or his wife, Patti. “I aligned myself with people I respect and could see growing my business with,” says Callow, founder of Callow and Associates Management Consultants Inc. Working at PricewaterhouseCoopers for eight years developed his consulting skills, so when he decided to venture out on his own, it’s not surprising he credits his vast network of contacts with his success. “The trick is aligning yourself with others you can trust and with whom you share common values,” says Callow. He’s a firm believer in walking the talk and has become a leading specialist with one business management system (Mircrosoft Dynamics GP – Great Plains) that has implemented effective time and moneysaving solutions in a wide variety of industries. It has led to his firm having the most experienced and certified team of Dynamics GP consultants in Western Canada.

It’s a reputation that has garnered 20 new clients in the past year alone – a record for his firm. “We are poised to help our clients through the recession and into the next period of strong economic growth,” says Callow. He believes in setting examples through actions. He isn’t focused on sales, but developing long-term relationships.

“By providing the highest level of service or product quality available, all of the other factors that success is measured by will fall into place.”

Platinum Sponsor Gold Sponsors 36 • JULY 2009 BUSINESS IN CALGARY

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Leader of Tomorrow: Dave Howard Company: The Event Group

I

n 1997, David Howard and his former business partner Jim Button (currently the vice-president of Big Rock) set out to use their advertising and marketing backgrounds to create an event planning company with a strategy of serving the clients’ marketing goals and objectives. Today, that company has evolved into a dominant force known as The Event Group and is rapidly expanding into new areas of business.

Howard, now the sole owner and president of the boutique agency, began making significant changes to the company’s direction by expanding into concert and keynote speaker production and promotion. During the last five years, his team has presented high-profile speakers such as Al Gore, Colin Powell, Queen Noor of Jordan, Bill Cosby, Howie Mandel, Paul Anka, Art Garfunkel, Bonnie Raitt and most recently Jerry Seinfeld.

By expanding into new areas, Howard believes the strategy will help create long-term, sustainable growth for The Event Group and its affiliated Innovative Financial and Innovative Events, which is currently raising capital for further expansion throughout North America. “The Event Group and Innovative Events will be in a unique position to lock up keynote speakers for exclusive production contracts across Canada,” says Howard.

He has a long history in Calgary and aside from his business venture, he’s also well known for his community involvement and humble, team-based approach to leadership. He can be found focusing on every detail at his events including shmoozing with the high-calibre talent his project leaders deliver. His advice to other young entrepreneurs is simple: find something you’re passionate about and pursue it with unyielding perseverance. “Life is too short to do something you don’t enjoy,” says Howard.

Platinum Sponsor Gold Sponsors 38 • JULY 2009 BUSINESS IN CALGARY

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Leader of Tomorrow: Glenn Street Company: Street Characters Inc.

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t all started for Glenn Street as a volunteer with the Calgary Stampede running their mascot program (anyone remember Jim Dandy and Nellie?). Soon after, he was asked to help with Harvey the Hound for the Calgary Flames – the first mascot in the NHL. “Every time a team would come and play the Flames, I would get a phone call a few days later asking if we could build a mascot for them,” he recalls.

At first, he dismissed the requests. But then the calls became too many to ignore and Street Characters Inc. was born 22 years ago, entertaining the world by creating the best mascots around. Today, he has clients on every continent but Antarctica, produces more mascots in a month than most competitors do in a year and is on a major expansion. The next step is to build the company by acquiring competitors and opening a U.S. facility.

As a native Calgarian, he sees the vast benefits of maintaining and building close ties to the community. “The real interesting thing is, those who make an effort and an impact by giving their time effectively soon learn they are benefiting far more than the community,” he says of the personal satisfaction he gets out of it.

Street also knows how important it is to build close ties with groups like the Entrepreneurs’ Organization, for ongoing personal and professional development. “You can’t work in a vacuum,” he says. “It allows me to see, hear and sit with some of the brightest minds in business.” Finally, he says all good entrepreneurs need to ask themselves one important question: “Are you a boss, a manager or a leader? They are all very different things.”

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Leader of Tomorrow: Holly Shearer Company: Shearer Licensed Interior Design Inc.

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s an art student in downtown Vancouver – purple hair and all – Holly Shearer knew she had creativity stirring within, but it wasn’t until she transferred into the interior design program that she found her outlet. It was hard work, but that hardly kept her from succeeding. In fact, it fuelled her desire. When an architectural firm hired her, she found her niche in corporate design.

“The owners there set a standard I will always live up to,” says Shearer, owner of Shearer Licensed Interior Design Inc. “They treated their staff like family and when I moved to Calgary, I could not find that, so I started my own company.”

Luckily, many of her friends were in office leasing as brokers, so those relationships helped open up new opportunities for her business and she still does business with them to this day. The company now produces commercial and residential interior space, including space planning, design development, working drawings and project management. Her firm is one of the few licensed by the Alberta Association of Architects, she has registered project management professionals and LEED qualified designers on staff, and the company has diversified into the fields of medical, retail, residential and restaurant design.

She credits striving for good mental and physical health for her success, among other things, and stays humble knowing her good fortune is a gift that requires her to give back to the community around her.

Leadership is having the flexibility of thought to bring out the leadership in others, she says. A leader weighs the prospective outcomes of every action and how it will affect the future in a positive way. “Leadership is not just a skill for business – it’s a way of life,” says Shearer.

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Leader of Tomorrow: Lee Rogers Company: Rogers Insurance Ltd.

T

he fear of failure always lurks around the corner for any entrepreneur, but the ability to battle that fear and prevail is one of Lee Rogers’s biggest assets in the highly competitive insurance industry. He didn’t necessarily set out to take over the business his father built, but given the nature of the industry and that of Rogers’s character – he describes himself as always having been fiercely competitive – it seemed like a perfect match.

As president of Rogers Insurance Ltd., the one thing he always knew is that his passion for business would always guide his career path. The company provides risk management and insurance placement solutions in a wide range of categories and has been recognized as a leader in its field for many years. The man behind the company sums up one of the most important qualities in a Leader of Tomorrow when he says that leadership is really about the ability to engage people and work alongside them in an environment that challenges and inspires to exceed goals and expectations.

Rogers also credits his success, in part, to his ongoing involvement with the business community and the broader community at large. His participation in the Entrepreneurs’ Organization and Young Presidents’ Organization, as well as Vintage and Corpath, reflect his desire for peer-to-peer learning and investing in selfimprovement. The ability to listen is another quality of a true leader that Rogers possesses.

As he looks to the future, Rogers predicts the insurance brokerage industry will undergo significant consolidation, eliminating many of the smaller, general insurance companies. He sees the reputation of his company as being a cornerstone of its ability to evolve and grow as that happens.

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Leader of Tomorrow: Joanne Ruston Company: Speedpro Signs NE Calgary

J

oanne Ruston spent years working in sales and account management in national companies before she had her entrepreneurial epiphany. Frustrated at the lack of control over customer service, quality and pricing, she decided it was time to go into business for herself. “I was convinced that I needed to become an entrepreneur,” she says.

Seven and a half years later, Ruston has led her Speedpro Signs franchise in northeast Calgary to become the chain’s Franchise of the Year for 2008 and won sales and marketing awards in previous years.

“Today, my business has grown into an amazing network of mentorships, friendship and connections, helping to build one precious customer at a time,” says Ruston.

Speedpro Signs, which designs, manufactures, supplies and installs a variety of signs and graphics to businesses across Canada, has become a venue for her leadership to thrive. Ruston defines leadership as promoting new directions, citing integrity, courage for new strategies and a positive attitude and constant optimism for her success.

“This confidence is contagious and inspires people to want to work with you,” she says. “Without an unblemished reputation, you lose your influence.”

The major contributors to her success have been networking, enthusiasm and giving back to the community.

“It may seem that I am highly energized, however it is really my enthusiasm and passion,” she says, adding her involvement with various associations and board positions over the years have helped her business thrive and expanded her personal and professional horizons.

She advises other entrepreneurs to build a strong support system, listen to the advice of others and never give up no matter how many obstacles face you. “Once you’ve built your business to a successful level, you can’t just sit back and enjoy the continued success,” says Ruston.

Platinum Sponsor Gold Sponsors 46 • JULY 2009 BUSINESS IN CALGARY

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Leader of Tomorrow: Jode Himann Company: Nemalux LED Lighting

L

ight is a drug. Every person on the planet needs light, so Jode Himann’s target market is essentially the people of the world.

Not only is it relevant to his potential market size, but it has the ability to improve the quality of life for everybody on the planet. His company, Nemalux LED Lighting, provides industrial and commercial light emitting diode (LED) lighting using the latest technology and is launching an international sales initiative in the near future.

The basic human need for light was one of the driving forces behind Himann’s decision to start an LED manufacturing company. Light, and engineered light, has dramatic physiological and psychological effects on people. His decision to pursue LED was based partly on evidence that fluorescent tubes have been linked to cancer and leukemia as well as the lack of their overall productivity and sense of well-being. Improved LED technology and solar power technology are more energy efficient and have less negative impact on the environment, so he takes great satisfaction in knowing his business improves life for all.

It’s part of a business philosophy that also puts community first; business is in a supportive role to the community. As for his secrets to success, they’re simple: people, strategic moments and luck. A significant and refined, intuitive knowledge of the world is how he describes good leadership. To Himann, success is about pursuing your passion and carefully developing the best plan to get there. “Always listen to the advice of others, but don’t underestimate the power to trust your own judgment and gut feelings on challenges you are facing,” he says.

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Leader of Tomorrow: Kevin Halliday Company: Spindle, Stairs and Railings

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ith a Visa card and a pickup truck, Kevin Halliday’s first official sale was conducted in a Home Depot parking lot and since that day he hasn’t looked back. After working for a family-owned stair and railing company in Edmonton, he became dissatisfied with how the construction trades were being marketed and used by builders. He put together some ideas, presented them (to a lukewarm reaction at best) and decided to venture out on his own.

Having never actually installed stairs at that time, he knew he needed the right people on his team to do the job. He looked for the best installers and with each order, began to build his Calgary-based company, Spindle, Stairs and Railings, which was incorporated 10 years ago. “I have always taken a rather unorthodox approach by doing things that my competitors do not have the courage to do,” says Halliday.

By advertising heavily, never stopping at the first idea of being an installation company and not hesitating to spearhead the unknown, he has created a one-stop shop as a supplier of and installer of spindles, stairs and railings to home builders and renovators. He expanded into the lumber mill area of the business, extended the product line and now provides a wide selection of finishing products. “This allows us to virtually eliminate the middleman and cut costs, increasing efficiency and allowing SSR to control the quality of the entire supply chain,” says Halliday.

That diversification has helped him endure the dip in the economy, but regardless of economic conditions Halliday’s commitment to, and involvement in, the community is seemingly limitless. He also remembers to treat his employees as his most valuable customers. “I may be the idea guy (but) my philosophy is to empower and engage the employees of SSR to do the same,” he says.

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Leader of Tomorrow: Nick Thompson Company: Metromedia Marketing Ltd.

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fter working in marketing at various Canadian ski resorts and restaurants, Nick Thompson took up an offer by his parents to join the company they bought in 1996 – Metromedia Marketing Ltd., which enhances business relationships through promotional products and services. By 2000, he bought the company from them and has since grown the company by more than 400 per cent.

He just helped create a new company called BrandAlliance Inc. in partnership with five other top-rated promotional marketing firms with the intent of expanding in all major cities across Canada and the U.S. over time. When he thinks about the purpose of a business and the link to the community, his comment is profoundly simple: “Business and community are synonymous with each other. It is, in fact, the whole reason that business exists in our society – to support the people of our community,” says Thompson.

Last year alone, the company’s staff logged 1,163 hours of volunteer work in the community. “Having the right people on the bus,” as he likes to quote author Jim Collins, is a foundation of his success.

Good leaders are also not afraid to get their hands dirty and follow their passion with enthusiasm and pride. Eating a slice of humble pie every day also helps leaders and entrepreneurs reach their goals by remembering to put other people first and by always being aware of, and sensitive to, the people and environment around them.

In a business that’s all about relationships, Thompson is acutely aware that he owes his own success to the people around him. Most importantly, he says having a sense of humour helps you weather changes, frustrations and challenges. “Life is short; enjoy every moment,” he says.

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Leader of Tomorrow: Patricia Koyich Company: Il Sogno Restaurant

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hroughout Patricia Koyich’s life, the dinner table was never just a piece of furniture. It was a place to communicate and share – sitting around the family dinner table was requisite every evening. From the days when her mother and father brought home bags of fresh produce and meats from the farmer’s market, Koyich’s destiny was sealed.

She originally registered for nursing school, but after working part time at some restaurants, she realized her passion for the dining experience far outweighed her nursing ambitions.

So, she withdrew and went into hotel and restaurant management at SAIT. In August of 2000, she opened Il Sogno – a dream realized. “I guess they could say it was in my blood,” she says.

Her dream was to create a place where people came to entertain, be entertained and enjoy some of the finest dining and wines in Calgary using the best local ingredients available. The staff has become an extension of her own family, even as people come and go to follow their own paths. Her vision has garnered several awards under her leadership, which she considers an evolution; a never-ending learning experience. Reputation in this business counts for a whole lot.

“Your name is your brand and you decide who you become through the choices that you make and the reputation that results from those choices,” says Koyich.

“There is honour in your word and the beauty in life is that it is not perfect. Mistakes are made, but you face them together and move forward because respect and love is in the hard work.”

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Leader of Tomorrow: Peter Knapp Company: Bryan Mills Iradesso

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t became apparent very quickly to Peter Knapp after spending some time as an investment analyst following university that companies needed some serious help communicating. Helping them do that better seemed a lot more interesting than analyzing them, so he started his own integrated corporate communications firm.

The president of Bryan Mills Iradesso works with a lot of high-profile CEOs, and while they all have slightly different leadership styles they all share one trait: “The main difference between them and other people is that they are able to see opportunities and take the initiative to seize them,” says Knapp. They set clear priorities and communicate them effectively – with impact and meaning.

His timing was perfect. As he built his company in the early days of 2004-07, corporate Calgary was thriving and expanding rapidly. It didn’t take long to get noticed and today his company has offices in Calgary and Toronto and is building a presence in Vancouver. As communications and technology evolves, so does his firm. It delivers web, print and live event communications in a way that integrates his core values of honesty, integrity and professionalism in every aspect of its operations.

He selects his business partners, employees and stakeholders carefully. Aligning oneself with the best talent – in any field – is critical to the success of any business. What is right for a group over the long term can be difficult in the short term, but any great leader knows they are able to do more than just one person because of the people and support behind them. It’s a trait that will help power his firm’s future. “We will keep this momentum going,” says Knapp. “We will grow.”

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Leader of Tomorrow: Roger Jewett Company: Twist Marketing

Y

ou can’t win if you don’t play. A willingness to take risks when others think you’re crazy is a sign of a leader, albeit highly calculated.

Keeping it simple has given Roger Jewett the ability to stay on track when the competition gets distracted and unnecessarily complex. A yearand-a-half ago he left his post as CEO of Rare Method to join Cathy Proulx’s Twist Marketing and became a 50 per cent partner in January.

In the next five years, he plans on taking the company to become one of the top five marketing firms in Alberta with revenues exceeding $410 million and 100 employees. “We will be recognized as the go-to firm for destination marketing and employer marketing services,” he says.

After years in university and the chartered accounting program, Jewett’s passion for learning continues through his passion for reading and soaking up information. Building a great workplace requires knowledge and skill – it’s another passion of Jewett’s. “I always view 100 per cent of my employees as my peers and do my best to ask for, listen to and implement their ideas,” he says. OK, there’s always room for improvement, but attracting and retaining the best people is paramount to being a successful entrepreneur and leader.

He’s learned that your customers will do your marketing for you if you treat them right. Decisions cannot be delayed because they’re unpopular or difficult. Growing sales without making a profit is a short road to financial difficulty. These are all valuable lessons that young entrepreneurs should heed.

Leaders have the faith, courage and energy to pursue their vision against difficult odds. “Everyone has the ability to be a leader and to make change happen,” says Jewett. “They just need to recognize the opportunities in front of them.”

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Leader of Tomorrow: Ryan Shoemaker Company: Shoemaker Drywall Supplies

T

he mark of a good leader assures nothing remains static. Ryan Shoemaker grew up in the drywall business his father created in 1974 and since he took over the company, it has expanded as a supplier of building materials for the wall and ceiling industry; roofing, insulation, steel studs, acoustical ceilings, fasteners and other tools of the trade.

His leadership has grown the company and helped establish its new ‘1-800-DRYWALL’ division serving the retail market. New product lines and strategic partnerships have helped fuel the company’s growth along with innovative approaches to reach into different market segments. Potential acquisitions are always on the table.

His father provided the passion for the business, but Shoemaker’s desire to pursue it has made the company evolve into what it is today and continues to be driven by the same level of passion.

Leaders see the big picture and put it in context. With power comes responsibility and Shoemaker sees the inextricable link between business and community. “The business community as a whole plays a huge part in influencing and shaping our culture and community, and in turn our community will influence and shape business,” he says. It’s reciprocal.

Leave your ego at the door. “Identify your own weaknesses that you need to improve on (and) allow others to help you bridge those gaps,” Shoemaker says. The courage to take risks and the ability to use mistakes as a learning opportunity is fundamental to becoming successful in any endeavour. Life, as with business, is about being well rounded and seeing the opportunities where others see pessimism. “As has been our tradition from day one, SDS will continue to invest in our business, our people and our community,” he says.

Platinum Sponsor Gold Sponsors BUSINESS IN CALGARY JULY 2009 • 57

Leaders

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Leader of Tomorrow: Shane Kraft Company: Optimum Wellness Centres

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ollaboration is a term that describes Shane Kraft’s approach to life and business. As a practicing chiropractor in Calgary for 16 years, Kraft is now the chief executive of Optimum Wellness Centres, which has 19 locations in Calgary. He has met skilled health-care professionals in a wide range of disciplines that now form the services his company offers – chiropractic, physiotherapy, traditional Chinese medicine, naturopathic medicine and massage therapy.

“I believe our present health-care system is a crisis-sick care model that is not cost effective and does little to educate and encourage health and prevention,” says Kraft. He hopes to see a health-care revolution that will redirect health-care spending into communities with a collaborative approach aimed at education and programs designed to encourage people in the community to improve and maintain health.

“All of the patients we serve are part of the community and businesses, particularly health-care businesses, have an obligation to listen and respond to the needs of the community,” he says.

Leaders have a sense of urgency about getting things done and an unrelenting tenacity to see their vision through to completion, he says. He is currently creating a charitable foundation within his company so that leaders representing Calgary’s communities can have a voice in how they give back to their communities and families. It’s about being accountable to those you serve, believing in your vision and building consensus to effect positive, lasting, meaningful change.

“Every one of us requires a sense of belonging – this is one key to good health and happiness,” says Kraft. “Our communities can help foster a sense of belonging.”

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of Tomorrow

Leader of Tomorrow: Shannon Bowen-Smed Company: BOWEN Workforce Solutions

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ost people around town either know Shannon Bowen-Smed personally or indirectly. The family business – BOWEN Workforce Solutions – was started by her mother and has established itself as a leading force in workforce and staffing solutions and has easily endured the cycles of Calgary’s economy over the years. “This industry is very dynamic and must be able to respond and change to the economy and business trends,” says Bowen-Smed. Thirty-five years of staying power proves her commitment to that goal.

She admits she didn’t have the most “auspicious” start to her career. After getting kicked out of university, her mother gave her a summer job at BOWEN, thinking it would teach her some valuable life lessons. “I guess I got the last laugh, though,” she says. “I just celebrated my 25th anniversary with the company. It’s been an amazing journey to have a role in growing BOWEN to the diverse workforce solutions company it is today.”

Without exception, her commitment to the Calgary community is apparent in every aspect of how she leads her company, relying heavily on family, colleagues and her extensive network of supporters. She’s also never one to get hung up on titles. “Leadership is an attitude rather than a title,” she says. “I think a truer leader is someone who inspires those around them. It’s why parents are such important role models.”

Defining success for Bowen-Smed boils down to doing what you love to do, and doing it well and with all of your ability. “In the beginning, the hours may be tireless, so it’s critical you enjoy what you are doing,” she says. “Also, don’t be shy to ask for help and surround yourself with talented people. It’s a good trait in a leader and you are going to need the support along the way.”

Platinum Sponsor Gold Sponsors BUSINESS IN CALGARY JULY 2009 • 59

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Leader of Tomorrow: Shayne Butcher Company: The Calibre Group of Companies

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ather than chasing a downtown office job after graduating with his bachelor of commerce degree, Shayne Butcher decided to pursue a career in the same line of business that put him through school – a student painting franchise. “Basically, what began as a short-term decision turned out to be a long-term career because of commitment and good fortune,” says Butcher, currently co-president of The Calibre Group of Companies.

The group now involves six operating companies that provide painting, sandblasting, waterproofing, renovating, recycling and shelter fabrication services. He plans to continue the companies’ growth through a combination of organic means and acquisitions, by identifying talented people and aligning their interests with those of the company and giving them the support they need to reach their own goals.

Butcher attributes much of his own success to the people he surrounds himself with in his business and personal lives. He believes a true leader works hard for his people and keeps their future success in mind as much as his own. “Leadership begins with vision, continues with courage – enough to convince others to follow – and is rounded off with an honest and generous willingness to sacrifice yourself for the benefit of those who have placed their faith in you,” he says.

One of the qualities that make him a Leader of Tomorrow is his keen awareness that business success is derived from the community and he demonstrates this by giving back to the community. He also believes strongly that philanthropy should make a real difference and carry impact. “Responsible business leaders will ensure that their giving will find traction where it was intended,” he says. Vision, tenacity and a little bit of luck have all contributed to his remarkable success.

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Leaders

Leaders of Tomorrow • Cover

of Tomorrow

Leader of Tomorrow: Stefan Romocki Company: Mobis Energy Inc.

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tefan Romocki caught the entrepreneurial bug after working for a company called Geopetrol Resources for a few years upon graduating from university. “Exposure to entrepreneurial thinking was definitely appealing,” he says. A few years later, he was working in technical sales and business development and decided to set up Mobis Energy Inc. as a market maker for process technology.

It was overnight success in 10 years, he jokes. “You need to be prepared for a challenging process, but it can also be very enjoyable,” says Romocki. He’s focused on opening up new markets for technologies that provide high standards of efficiency in the energy industry. Different markets often work in isolation to tackle the same problem, which leads to more than one solution. “Our job is to communicate the value of an alternative approach in a new market,” he says.

Some great mentors have helped him realize that leadership is part vision, part action. The vision comes from a drive to change or improve something, while the action represents the steps taken to turn the vision into something real. Businesses are members of the community, too, and like individuals most businesses try to be good citizens. Romocki is no exception. Between flying from Brussels to Calgary, he does not forget that it is this community that gave him the basis for growing his business.

In co-operation with another local firm, Romocki is establishing a gas products division in Europe.

“Our future is going to be based on continuing to advance applications of good technologies in the energy sector into broader markets,” says Romocki.

“We’re excited about the opportunities ahead.”

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Leaders

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of Tomorrow

Leader of Tomorrow: Todd Starchuk Company: Bow Cycle & Motor Co. Ltd.

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odd Starchuk sells fun. As the owner of what has become a Calgary institution – Bow Cycle and Motor Co. Ltd. – he honours the roots of the company he took over from the Sibthorpe family every day after learning the business from them in his early days. Working alongside his significant other, Rachel, he has grown the business and recently opened a new location in south Calgary. It’s a long way from working for a title insurance company to fuel his motorcycle racing passion with Bow Cycle as a sponsor years ago.

He learned some valuable lessons along the way, including that you get out what you put into business and life. “If you are not a man of your word, you really have nothing,” says Starchuk. If you are committed and live with integrity, then it is hard for people around you not to be inspired. The Bowness community may have been the initial reason that the company thrived, but it’s the ethical leadership of Starchuk and the support of his staff that have made it evolve into a company that’s respected across the city to this day. He remains a member of the Bowness business revitalization zone.

Being an entrepreneur is in Starchuk’s blood; his grandparents owned the St. Louis Hotel. His family continues to inspire him and he credits them and the Sibthorpe family with his good fortune. “No words can express my gratitude for what they have helped me to achieve,” says Starchuk.

There are a lot of people out there that underestimate what it takes to own your own business – the countless hours and tireless effort required is immeasurable – but the rewards are equally immense. “Just make sure that what you decide to do is something you are truly passionate about,” he says.

Platinum Sponsor Gold Sponsors 62 • JULY 2009 BUSINESS IN CALGARY

Petrobank Remains Bullish • Oilsands

Petrobank Remains Bullish on THAI Technology in a Bear Market By shelly brimble

64 • JULY 2009 BUSINESS IN CALGARY

Petrobank Remains Bullish • Oilsands

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algary-based Petrobank Energy and Resources Ltd. continues to defy market conditions and conventional thinking reporting rapid gains in production and only a minor loss in the first quarter despite difficult market conditions. Traditionally in the oil and gas industry, a technology is not ready to advance until it has at least five years of in-the-field history. Nevertheless, Petrobank Energy remains bullish about their air injection THAI technology even though it has only been operating in a pilot project since 2006.

“We don’t need any more proof ... it is working in the field and we are going to take this technology around the world,” says, Chris Bloomer, Petrobank Energy senior vice-president and chief operating officer, heavy oil.

Petrobank Energy’s THAI technology has been lauded as a game changer in all heavy oil including thick molasses-like bitumen trapped in Alberta’s oilsands. Only about 15 per cent of bitumen can be unlocked using surface mining. The rest will be released in situ (in the ground) by drilling into the oilsands then thermally heating or injecting solvents to make bitumen flow to production zones.

In the THAI process, air is injected (instead of steam like in SAGD operations) into the oilsands to release the bitumen. The air combusts in the sands causing an ignition front that sweeps the hot bitumen towards the production zone. This process has proven it is also more environmentally friendly since it uses substantially less energy and water then conventional SAGD processes. Hence, the environmental and operational benefits have caught the attention of the world’s heavy oil industry.

To date, SAGD was the front-runner for in-situ bitumen production, but THAI could have some competition.

According to Bloomer, the Whitesands project has been performing very well in the field, with results close to or exceeding expectations of the extensive modelling that was done before the project was launched.

Pilot readies the small helicopter for an aerial view of the Whitesands facility.

After hovering over the surrounding SAGD operations in a small helicopter, it is very clear just how efficient that the THAI process is because the Whitesands footprint and water facilities are minimal. Perhaps the most impressive area of the entire facility

is the oil water separator where the operator pours inky free flowing oil into paper cups to demonstrate the viscosity benefits of THAI. Long after the oil cools, it remains free flowing demonstrating the core strength of the THAI technology.

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BUSINESS IN CALGARY JULY 2009 • 65

Petrobank Remains Bullish • Oilsands

Produced Whitesands oil is held for transportation in these massive on site storage tanks.

The pilot project did have some operational issues including sands problems that were caused by initial liners that allowed too much sand to be produced. There were also higher levels of H2S caused by the higher combustion temperatures, but Petrobank Energy was able to resolve both issues.

Petrobank has simplified THAI production design creating a cookie cutter off-the-shelf solution so that every component can be easily sourced by third-party suppliers.

This simplicity as well as the upgrading associated with the THAI process also enables Petrobank Energy to spend less making them one of the lowest cost operators (about CDN$28 per barrel).

Petrobank Energy has also embarked on the next stage of in-situ upgrading by launching another patented technology known as CAPRI. The first CAPRI well was drilled in 2007.

It involves the use of a downhole catalyst to provide further upgrading in situ. “We have done the first in the world here,” says Bloomer. “We showed we can design build and put CAPRI in the ground and we put it into a hot zone.”

Petrobank Energy reports that initial results from the CAPRI well show many operator benefits including: a significant reduction in asphaltene content, an increased volume of condensed light oil production and higher hydrocarbon content in the produced gas. The company expects upgrading results to continue to improve as the optimal temperatures in situ are reached. Regardless of the initial success with CAPRI, there is a reluctance to put the process into the two other wells at Whitesands. “Since it is a pilot 66 • JULY 2009 BUSINESS IN CALGARY

project, we want to extract pure data for the THAI process,” Bloomer says.

The overall performance of the Whitesands pilot project has provided some other unexpected results including higher production. The heavy ends (coke) are left in the ground and the produced oil and water are easier to separate. The produced oil is more viscous and is able to flow to the wellhead requiring 50 to 60 per cent less diluent to transport it in the pipeline. “This is a huge difference in costs because we only need to take a THAI barrel from 13 degrees to 22 degrees API gravity. The difference is $5 to $10 per barrel in operating costs,” adds Bloomer.

Although Petrobank has clutched back on some of their roll-out plans due to the economic condition and low commodity prices, they are still planning to move ahead with multiple deployment plans for THAI technology. Two kilometres from the pilot project will be the location of the first large-scale commercial THAI project that will evolve into a 100,000-barrel-per-day operation.

The May River project is expected to start soon since the initial phase for 10,000 to 15,000 barrels per day is already under regulatory review. This next phase THAI project has been designed with self-sufficient power generation, sulphur recovery, is CO2 capture ready and will also be a net water producer.

Once regular production is established from Whitesands and May River, Bloomer is confident that the company will gain more financial benefits. He expects the THAI-produced oil will fetch Petrobank more (about $2 to $3 per barrel)

Petrobank Remains Bullish • Oilsands

than their competitors in the future because it will be a better quality of oil for the refiners.

Near Conklin Alta., Petrobank Energy is also rolling out another THAI project known as the Dawson Project. This project is being deployed with a new partner, Shell Canada Limited, who bought the previous partner (Duvernay Oil Corp.) in August 2008. Regulatory applications are already underway and the company expects to begin construction soon to gain access to significant 11 degree American Petroleum Institute (API) gravity oil in place. There are cold production projects operating in the area but these are only recovering about 10 per cent compared to the THAI outlook for 80 per cent recovery.

Early exploration has also begun in the 23,000-acre oilsands licence at Sutton, Sask. Already 35 kilometres of 2-D seismic has been acquired over key target areas and initial results are showing strong potential for THAI. Petrobank has also targeted other heavy oil reserves for THAI technology and plans to field test it in a heavy oil project at Kerrobert, Sask. in a third-party THAI licence project. Saskatchewan, like Alberta, has a vast amount of its oil resources found in heavy oil reserves. It is estimated that THAI would hit a bull’s-eye in Saskatchewan by unlocking another 20 billion barrels of conventional heavy oil resources.

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“Conventional heavy oil is a new market for THAI and this could have a big impact in Saskatchewan where there is lots of heavy oil. Once we have established this, we can then go after the same type of oil with low recovery and no other technology solutions internationally,” he adds.

Already international interest in the THAI technology is rising with many third-party opportunities emerging.

The THAI technology has been developed through Archon Technologies Ltd., a wholly-owned subsidiary. Plans are underway to market this Canada-made heavy oil solution to the rest of the world. “International deals are taking more time to solidify due to the economy, but they are still progressing and there are new players coming to the table,” he says. BiC

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BUSINESS IN CALGARY JULY 2009 • 67

On the Move!

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eritage business interiors is pleased to welcome Corby Johnston as our Director of Sales. Corby’s extensive experience in Sales & Marketing, united with the reputation for building winning teams focused on innovative solutions, will prove to be a valuable asset to HBI. In Corby Johnston addition, Corby will be working with the HBI – office plus team, which operates throughout Saskatchewan, to leverage the growing stationary business. Corby brings with him a consultative sales philosophy placing the client as the top priority, complimenting HBI’s mission to provide our valued customers with perfect work environments.

M

cMillan LLP is pleased to announce that Catherine Meaney has joined the firm as its new National Director of Marketing/ Business Development. Over the last 10 years, Catherine has held positions as Director of Marketing and Client DevelCatherine Meany opment at WeirFoulds, and Goodman and Carr and as an independent marketing consultant. Prior to that, Catherine held a series of marketing and business development roles in the banking and financial services industry at RBC Financial Group, TD Trust Company and TD Bank.

S

haw Communications Inc. is pleased to announce the appointment of Brad Shaw, Senior Vice President, Operations for Shaw Communications Inc. Mr. Shaw has over 21 years of experience with the company, during which he has progressed through Brad Shaw a number of leadership positions, including Regional Manager, Vice President, Operations, Senior Vice President of Operations for Star Choice, in addition to his most recent role as Senior Vice President Operations Shaw Cable. Mr. Shaw has been instrumental in enabling Shaw to be an industry leader in Cable, Internet and Digital Phone products.

S

Jean Brazeau

haw Communications Inc. is pleased to announce the appointment of Jean Brazeau, Senior Vice President, Regulatory Affairs. Mr. Brazeau has extensive senior leadership experience across both the public and private sectors in the regulatory field,

68 • JULY 2009 BUSINESS IN CALGARY

including three years with Shaw as Vice President, Telecommunications Regulatory Affairs. Mr. Brazeau holds a Master of Economics degree from the University of Ottawa and is a graduate of the Advanced Management Program at Harvard Business School.

S

haw Communications Inc. is pleased to announce the appointment of Jay Mehr, Group Vice President, Operations. Mr. Mehr has over 12 years of leadership experience with Shaw, including Vice President, Operations, Regional Management posiJay Mehr tions in British Columbia, Alberta and Ontario, and leading Shaw’s Digital and On Demand Television team. Mr. Mehr holds a Bachelor of Commerce degree from the University of Alberta.

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haw Communications Inc. is pleased to announce the appointment of Dennis Steiger, Group Vice President, Engineering. Mr. Steiger has over 22 years of cable and telecommunications experience and has been a key leader within Shaw’s Engineering Dennis Steiger team for the past 12 years. Mr. Steiger is a professional engineer and holds a Master of Engineering degree from the University of Alberta.

S

haw Communications Inc. is pleased to announce the appointment of Trevor English, Vice President, Capital Markets. Mr. English has extensive financial leadership experience, including over five years with Shaw as Director, Finance, and previous posiTrevor English tions in the investment banking industry in both Canada and England. He has a broad background in financial analysis, capital market activities, and merger and acquisitions. Mr. English holds a Certified Financial Accounting designation and a Bachelor of Commerce degree from the University of Calgary.

If someone in your company is on the move and you would like to feature them, please contact Kim@businessincalgary.com to submit a photo and a write up of 50-100 words. Submissions for August must be in by July 7th.

Celebrating 25 years in Business

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ocated on the western edge of the Foothills Industrial Park, sits a company that quietly goes about their business. The owners and employees have an unassuming style, yet when brought together, they truly are a creative powerhouse within the construction industry. The company’s ownership team holds true to core values, which

Published by: Business in Calgary 1025, 101 – 6 Ave. SW, Calgary, AB T2P 3P4 Tel: 403.264.3270 • Fax: 403.264.3276 info@businessincalgary.com • www.businessincalgary.com

exemplify professionalism, as they are intimately involved with every project. Their reputation is second to none and they are personally committed to achieving the best possible solution for each and every project they touch. This year marks the 25th anniversary for Spacemakers Construction Services and it’s time to tell their story.

Publisher: OT Communications Director of Custom Publishing: Bernie Cooke Project Coordinator: Brian Collins

Photos by: Alix Broadway at AERA Writer: Mary Savage Art Director: Jessi Evetts

Spacemakers Construction Services Inc. • 25th Anniversary

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If These Walls Could Talk Spacemakers Construction Services Inc. was born from a vision and conviction held by one man: Les Willems. His desire was simple and quite basic, but very integral to the construction industry. Les was driven to complete construction projects that other contractors would not or could not complete due to the combination of complexity and economics of the project. Les set out in 1984 and established Aria Management, which subsequently became Spacemakers in 1989.

Les had been in the industry for over 20 years and it was these experiences, coupled with his determination, that led him to establish Spacemakers. Early on, he worked with many local clients, trades and developers.

As with all startup businesses, you have to be creative with your capital and that’s exactly what Les did. He had a rental property that seemed like the perfect location for an office and in 1990, he moved the business into the older, two-storey house on 12 Avenue NE that they fondly referred to as “the house.” Spacemakers moved into the top floor as the tenants continued to occupy the main and lower floors. The tenants stayed until the business outgrew the house. The house was the office and foundation for the business for 15 years.

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Shortly after moving into the house, Les hired Debbie Tomaszewski to work as a bookkeeper because his assistant was off travelling for one year. “At the time, I knew nothing about accounting, but I had an understanding of construction from spending six years with Opus Building Corporation,” says Debbie. “Les, in his persistent manner, convinced me I could do the job.” Debbie rejoined Spacemakers in 1997 with an opportunity to work relaxed hours from 9 to 3. As Debbie recalls, “The hours may have been contracted from 9 to 3, but some days we worked until 3 a.m. – not 3 p.m. There was a lot of work to do! We rolled up our sleeves, went to work and did what was needed to be done.” To this day, this work ethic continues to be the backbone of Spacemakers.

Roundabout 1994, Les went from managing construction projects for other developers to adding full construction services to better serve his own clients. He added limited field staff and expanded the business through renovations and tenant improvement work. Over the next three years, Spacemakers grew with four large-scale projects that required several superintendents, a dozen field personnel, an additional project assistant and full-time accounting staff.

In 1997, Bart Benoit joined the team. “I had been a superintendent for about 12 years in the Red Deer area. My wife and I decided to move back to her hometown of Calgary and the ‘land of opportunity.’ I was able to work freelance for a few years, completing carpentry contracts and renovations, and during this time, I met Les,” says Bart. A carpenter by trade, he started subcontracting for Les in 1995. “I was about 12 months into the work and Les suggested I become a Spacemakers superintendent. Having just finished 12 years of being a superintendent, I knew that was not a long-term goal for me, but then he dangled the right carrot in front of me,” recalls Bart with a smile. “What Les really wanted was for me to run one job in the field and then come into the office as a project manager with the intent that as I grew into the business Les would be able to semi-retire into Freedom 55,” adds Bart.

And that’s exactly what happened. Bart completed the job at the CIBC bank on 17th Avenue and 12th Street SW. “I did that job and then moved into the office about the same time that Debbie returned for round two as the accountant,” says Bart. Over the years Bart recalls, “Les had been through a few project managers and none of them lasted long, but I was stubborn enough to stick it out. Les always valued those types of individuals that could make commitments and decisions with conviction,” Bart continues. “These are values we work hard to instil in our staff – make a decision and we will support you.”

As the old saying goes, it’s not what you know, but who you know. Enter Mike Meyer – a customer of Les’s and future Spacemakers partner, although neither Mike nor Les

Spacemakers Construction Services Inc. • 25th Anniversary

From left to right; Pat Maclean, Lisa Patzack, Bob McKellar, Don McKerrell, Jesslyn Pelletier, Bart Benoit, Mike Meyer, Debbie Tomaszewski, Brian Collins, Murray Walters, Stuart Siddal, Patrick Willems, Jim Braden, Ben Nornberg, Mary Greenan and Gary Rabie.

knew it at the time. “The first time I met Les was about 1987 when our company was doing some construction modifications that required his services. From then on, any time we undertook large-scale additions or changes, Les was the guy to call and he co-ordinated everything with us. On the

last project, the building was 217,000 square feet and Les was the project manager for the developer. I was the tenant representative, so we worked pretty closely in 1999 – 2000,” says Mike.

Debbie and Bart had been running the business together

As with all startup businesses, you have to be creative with your capital.

Spacemakers Construction Services Inc. • 25th Anniversary

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Congratulations

Spacemakers on 25 years in Business! # 300, 334 11th Avenue S.E. Sam J. Feldman Vice President, Construction

Ph. (403) 299-1000 • Toll Free (800) 661-9897 Fax (403) 266-5177

We congratulate Spacemakers on two and a half decades of excellence.

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Spacemakers Construction Services Inc. • 25th Anniversary

with Les when Les decided, in the fall of 2003, the time had come to move himself out of the house. As they were starting to finalize the terms of the business transfer, Les offered some very sound advice. “Les called a meeting with Debbie and I and told us that we needed someone to market and sell construction. He observed that neither of us had the flair and aptitude for selling and we needed someone in that role. In early 2004 Les recommended we call Mike as he was looking at new opportunities,” says Bart.

A few days later, Bart and Debbie, along with their advisers, left for a corporate brainstorming session to identify what they needed to grow the business. “We realized we required someone who could look at the whole picture and act on it. We needed a marketer and salesperson, but we also needed someone with vision,” adds Debbie. After returning from their trip, Bart and Debbie met with Mike and presented him with the opportunity. In Mike’s positive and enlightening way he replied, “This is exactly what I want to do; true business development and sales.” They knew he was a perfect fit and Mike moved into the house.

The house was getting cosier than ever with the addition of Mike. “No need to call a meeting because everyone could hear everything going on anyway,” Mike says with a laugh.

For about a year, Mike mentored under Les to look after the sales and marketing. Mike was a quick study and his

construction background served him well. Mike had over 20 years experience with a local design and manufacturing firm that grew from 10 people, when he started, to over 600 employees at its peak. “I learned a lot in those years and it was a terrific education,” says Mike.

Mike’s leadership and business development experience was a great fit for Spacemakers. Bart was the estimator and project co-ordinator, and Debbie was the controller. Indeed, Spacemakers was prepared to undergo a changing of the guard – their roles within the company were now well defined and the future looked very promising.

After three years, the business acquisition and documentation was finally underway. Mike joined the business in 2004 and a year later, the deal was complete. Six months thereafter, Mike bought Les’s share to become a partner with Debbie and Bart.

A Total-Solution Approach Under new ownership, the partners have worked hard to grow the business. They landed three sizable projects early on and ties with Les remained strong. “The property we held was land that Les had acquired for resale to complement the construction contract as a service and convenience to the customer. He would acquire the land and hold it, while

CONGRATULATIONS ON 25 YEARS! ATB Financial and our team in Business Financial Services congratulate Spacemakers Construction Services on its 25th anniversary.

Spacemakers Construction Services Inc. • 25th Anniversary

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we worked on the Design-Build aspects of the project,” says Bart. Some of the early projects completed under the new management team, where the clients saw value from this Total Solution approach, were Hedy, Simark, and Western Pump.

“We continued this relationship with Les over the next few years and saw the ability to acquire land – on behalf of our clients – while undertaking the construction of Design-Build projects as an important part of our value proposition,” says Bart. “You have to understand how a customer’s business operates and what their requirements are before you can recommend a site or discuss the building configuration,” he continues.

The business process and production flow drives the building configuration and is the key driver for the shape of land you require (how to best utilize the available land area).

Location is also key because they may need to be on a trucking corridor, have direct rail access, proximity to customer base, or comply with land use constraints, adds Mike.

Spacemakers has worked with many companies and pride themselves on how they conduct business. “We pride ourselves on building the relationship with the client. We form a strong working relationship with the client long before we start the construction, or even the design process. In essence, we have to become very knowledgeable when it comes to the client’s business which means investing the effort to acquire an understanding of the subtleties of what makes them successful, and gives them their competitive advantage. This enables us to propose relevant and efficient design options,” adds Mike.

Spacemakers is proud of it’s contribution to the preservation of Calgary’s Architectural Hertiage, including notable projects such as Haultain School (above) and Lougheed House (below) pictured here.

It’s All in the Details Spacemakers specializes in innovative single-source Design-Build services. “It’s our job to understand the customer’s process: what makes that process the best it is and what are their challenges and opportunities. We have to solve any potential problems as we Design-Build a facility for the client.

Where would the business expand? We have to make it the right size and shape – there’s a lot that goes into that,” adds Mike. “You have to consider the base operation and functional design requirements, future growth, expansion and marketability considerations.

Every project comes with a series of objectives and it is these objectives that determine how they move forward. “With every project, we are either correcting a deficiency, creating value or solving a problem. We are always achieving something for the client and it’s not always just about constructing a building,” adds Mike. “We have to ask enough questions to truly understand the details of what the client requires.”

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If a client’s goal is to build a facility that supports their business and operation over the long term, those factors will affect the design process. Likewise, if it’s a short-term goal, Spacemakers will consider all of the angles. “We’ve got to consider their current and future goals because we want to ensure that what we do today is not going to compromise the ability to re-purpose the building in the future or its marketability. You’re constantly working with the client to understand their objectives and then balance the solution to their expectations and requirements,” says Bart.

Value engineering is another facet of Spacemakers’ services.

“It’s our job to create the best value for their investment by selecting the right site in the right location for designing a building that suits the business,” adds Bart. “We see ourselves as experts in this field. Our clients may not be that well versed in construction and that’s why they’ve come to us.”

Spacemakers’ primary focus is new construction for light industrial, suburban office, neighbourhood commercial and

Spacemakers Construction Services Inc. • 25th Anniversary

interior fit-out market segments. However about 30 per cent of their clients require additions onto existing buildings. “Because we are forward thinkers, on new buildings we construct we strive to address expansion in the original building design and often extend the required services to the area targeted for the future addition,” says Bart.

They also specialize in historical restoration. “We have worked on some of the newest and oldest buildings in Calgary,” remarks Mike. Oftentimes, projects will be shelved either for economic reasons or design complexities and this is one area where the company excels. “We’ve had two significant projects come our way and we were able to pull them out of the fire – for the developers in one case and the owner in another case,” adds Mike.

Through their work on historical restoration projects, Spacemakers has formed relationships with some of Calgary’s leading experts in this highly specialized subset of the industry. They are committed to moving these types of projects forward and finding innovative solutions to overcome the complex design, environmental and cultural aspects of retrofitting and refurbishing historical buildings.

The company is very proud of their contributions toward the preservation of Calgary’s architectural heritage.

Old and new, Spacemakers has successfully completed projects of all sizes: from 7,000 square feet to over 80,000 square feet.

The Spacemakers team pride themselves on their working relationship with the City of Calgary, and neighbouring municipal districts, development, planning and building

departments navigating the often-complex permitting process. “Spacemakers has become very efficient at managing the development permit application and building permit processes. Some days, it’s a tall order to find your way through the permit maze and find solutions to make them work when others may not be able to achieve the same results,” says Mike.

Clearly, the partners go above and beyond to identify what their client really requires.

In the long run, this is time very well spent and consequently, it sets them apart from their competitors. “The client may have an

Spacemakers portfolio includes work in the areas of Suburban Office development, Commercial Interiors and Tenant Fit-Out. Images by Com-Tech Drafting & Design.

Spacemakers Construction Services Inc. • 25th Anniversary

7

Some of the early projects completed under the new management team, where clients saw value in the Spacemakers “Total Solution” approach included Hedy, Simark Controls and Western Pump.

Images by Com-Tech Drafting & Design.

8

Spacemakers Construction Services Inc. • 25th Anniversary

application, but they may not recognize there are other solutions that can solve some of their challenges. It’s our job to identify, qualify and bring the right solutions to the table,” notes Mike.

“It’s our job to identify, qualify and bring the right solutions to the table.”

The Nuts and Bolts of Success Spacemakers has enjoyed steady growth since the late 1990s; after all, the numbers don’t lie. One statistic confirmed Spacemakers had completed nearly 10 per cent of the constructed floor space in the East Lake Industrial Area in Calgary’s southeast. Company revenues have increased, on average, about 20 per cent annually, and most recently, the past five years have seen a significant increase.

“The revenues will peak and then level off; meanwhile we continue to build effective processes to support our plan for continuous growth,” observes Bart. Their biggest single growth period occurred in 2004 where they enjoyed a 170 per cent increase in revenue. They attribute this to a strong economy, land banking, and sound business development with a mix of luck thrown in.

Even in a slower economy, business has remained steady.

While indeed challenging, the current economic climate also presents opportunities for business owners who may have deferred a new building project during the boom period of the past several years that saw prices escalate and time lines extend, unacceptably. Anticipating a levelling off of

~ Mike Meyer prices and improved availability to quality labour resources, owner/operators who see potential beyond the 12-month horizon are looking to the present as a good time to advance their construction project.

The cornerstone of past success, current stability and positive outlook for the future is Spacemakers’ ability to build solid corporate and personal business relationships within the Calgary construction industry. “We have tremendous passion for detail and building those relationships are key.

We work on those relationships from start to finish,” adds Mike. Not only are they experts when it comes to DesignBuild and value engineering, but they are experts when it comes to creating confidence and trust. “We are always available and all the client has to do is make a phone call.

We are all intimate with every project and we know the key aspects of each project,” says Debbie.

Value is key. Spacemakers brings to bear the full benefit of their experience, expertise and proven processes to ensure clients realize the best return on their investment. Spacemakers works diligently on behalf of the client to research

Spacemakers Construction Services Inc. • 25th Anniversary

9

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Conratulations Spacemakes on 25 Years of Business!

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Spacemakers Construction Services Inc. • 25th Anniversary

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Spacemakers Construction Services Inc. • 25th Anniversary

11

Continuing to build upon their solid reputation for providing high-value solution for light industrial, manufacturing and distribution applications, Spacemakers in completing the I-XL, NOV Hydra Rig, and Dynamic Concrete projects, here in Calgary. Images by Com-Tech Drafting & Design.

12

material, technology and process options, presenting suitable alternatives and solution recommendations to ensure the client is provided with the information they need to support making an informed decision.

It starts with the proposal process. Although this is only one cog in a very large and otherwise complex wheel, the partners have a no-nonsense approach when it comes to dollars and cents: they don’t promise to be perfect, but they do promise to get it right. This is one of the many areas where their true level of expertise is evident.

When Spacemakers quotes on a job, they evaluate the accuracy of their quotations from the initial concept development to actual contract value. From a percentage basis, there is less than a five per cent variance. “We also measure ourselves from the contract through the completion phase of the project. We measure the number of change orders and associated values. Did we miss a client requirement or did the client’s requirements change? Since we rely heavily on stipulated price Design-Build contracts, the scope and values are fixed. Change orders, as measured in dollar values, are less than 3.5 per cent of the contract value. Generally speaking, these costs are client-driven changes,” says Mike.

The industry recognized Design-Build Stipulated Price Contract is the vehicle through which Spacemakers puts their money where their mouth is. Spacemakers recognizes the risks construction buyers face and believes in taking on their share of those risks. In the stipulated-price contract, the scope is clearly defined and a fixed price is assigned even though the industry pricing may be subject to escalating material and labour costs. Spacemakers continues to fix-price projects for their clients, assuming any potential risk on these costs. As well, if Spacemakers misses an element of the scope or if they underestimate the cost, the burden remains with Spacemakers. They do not pass these additional costs onto the client.

Where some competitors may have a hard time staying on top of change orders every time their client requests some fine tuning, Spacemakers often carries out non-material changes without the back charges. “Moving a wall that hasn’t been started or relocating a door are examples of the flexibility we offer our clients without charge. If they want to make a significant change in the scope, then we will have to talk cost, but we look after the minor tweaks and adjustments free of charge,” says Bart.

Indeed, they have a proven formula for accuracy and accountability when you look at the nuts and bolts of these projects. “By the time we finish a project, there’s very little difference in the quoted price and the final invoice. This is one of the reasons why we receive so many referrals because clients know what they are getting into from the beginning,” says Debbie.

The accountability starts from within the organization

Spacemakers Construction Services Inc. • 25th Anniversary

Congratulations Spacemakers on 25 successful years.

South-Way

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4729 - 32 St. SE, Calgary, AB T2B 2X3 Ph: 207.4577 • Fax: 207.0099

and long before they reach the proposal stage. “There is a healthy recognition plan we put in place a few years ago to create a system of checks and balances. We all measure ourselves against three major goals: deficient-free, on time and on budget. We measure ourselves monthly at staff meetings, and share the results with everyone. And I’m thrilled to see we are continually improving those results,” replies Bart.

Manpower Versus the Right People It is no secret that behind most successful businesses, you will find an extraordinary group of individuals. As the partners have so eloquently observed, you can find anybody to do the job, but it’s finding the right people for the right job.

“What’s helped us be successful in the past is going to be core in making us successful in the future. We have a closeknit group of consultants, sub-trades, suppliers, contractors, bankers, realtors, lawyers, and our own people (staff). It’s not that people are our greatest asset, but the right people are our greatest asset,” adds Mike.

Selecting the right people secures stability within the company and with client relationships. “We have a very low turnover and our staff is very loyal. We have a combined office and primary field staff with over 300 years of construction experience. Most of our staff are averaging at least five years with the company, but many have been with us for much longer,” says Debbie.

The owners believe the commitment from the staff goes back to some of their core values. “We treat our team members with respect and compassion. We have an open-door policy and we are always available to assist, listen or provide leadership. We also encourage our people to be independent leaders who make key decisions with the project or the owner’s best interest in mind,” adds Debbie.

An important component of their success involves their suppliers and sub-trades. Over the years, Spacemakers has constructed over 25 facilities for suppliers and sub-trades, many who work with other larger builders and developers.

However, their pool of suppliers and sub-trades commonly choose to work with Spacemakers because of the way they conduct business. They have a reputation for running a tight ship, but they treat people with the utmost respect and sincerity. They provide the best possible solution, coupled with the best value for the project. And their commitment doesn’t end once the project has been completed. Spacemakers is still around long after the warranty has expired. It’s the kind of company that many of the suppliers and sub-trades are proud to be associated with.

The Safety Zone Safety is a topic that Spacemakers takes very seriously and in 2003, they became COR certified. They have a fulltime CSO safety officer who spends a large portion of his day on-site ensuring that the best practices are developed, improved and adhered to. When he’s not on-site, you will likely find him in the classroom teaching the safety courses.

“We enjoy a 17 per cent lower rating – than the industry average – on WCB ratings as a result of our accident-free workplace. We take safety very seriously – three strikes and you’re out,” says Bart. “We’ll give you every opportunity to comply. We will teach and train you, but if you consciously decide to break the rules, we have no tolerance.”

The Patton Gateway Project One of their latest projects takes us inside Spacemakers and in a very unique way. They are testing their own processes, with each other, via the Patton Gateway Project. It is a light industrial duplex design located on 61 Avenue, east of Calgary in the M.D. of Rockyview. They purchased the 4.45-acre parcel a few years ago and held it until the right opportunity presented itself. The concept is innovative: it’s small-scale warehousing in an industrial condo complex. It offers over 2,400 square feet of office and mezzanine space and over 7,000 square feet of warehousing space per bay for each of three duplex buildings

Spacemakers Construction Services Inc. • 25th Anniversary

13

Accountable – responsible – committed; if the past 25 years are any indication of what lies ahead, Spacemakers has secured their position in the marketplace.

on the one parcel. It comes with an overhead dock and drive-in doors and a common area outside the buildings.

“It gives the smaller operators a chance to own their building versus leasing one,” adds Debbie. Although the owners are limited to small-scale servicing and distribution, it will attract similar businesses to the area.

For the Patton Gateway Project, Mike and Debbie are wearing the owners’ hats and Bart is wearing the contractor’s hat.

They are currently in Phase 1 of the three-phase development and have already sold half of the first building. One could say they have set a bit of a precedent for future developments in the area.

The Next 25 Years When the partners of Spacemakers look to the future, they have vision, commitment and determination. Building on the founding principles established by their predecessor, the current ownership team has successfully facilitated a transition that aligns Spacemakers to the challenges of today’s construction market and provides a foundation from which to embrace evolving trends for the future. Each partner brings distinct observations and perspective to the table and it’s likely because each partner has a distinct role within the company; legal and finance – Debbie; operations – Bart; business development – Mike, with some healthy overlap between functions.

Their goal is to achieve sustainable and manageable growth of approximately 10 per cent (compounded growth) each year and they have already begun laying the groundwork. “A second regional office in Western Canada is slated for development within three years. We will take our business model and adapt it to fit the region, people and industries in another Western Canada location. As well, advances in materials and technology will enable us to produce some

14

components ourselves, which in turn will add more value to each project,” says Mike.

The company also has plans to become LEED certified which will enable them to diversify once again.

“I feel that we are stronger than ever,” adds Bart. “Our growth over the past year or two has levelled off, so it’s given us the opportunity to refine and improve upon our processes. This is going to set the stage for us to enter the next growth phase of construction, and we all know it’s coming. We are looking to our roots as we have built a lean, service-oriented company. While we are always reminded of our humble beginnings, we have a strong team and we are all willing to put our shoulders to the wheel and weather the economy – whether it’s sunny or stormy.”

“We have a lot of experiences and many lessons learned, both good and bad,” says Debbie. “We continually work together as a team to find a resolution and it makes us stronger going forward – we don’t make the same mistake twice.

We recognized years ago that every project is different and every client is different, so you have to become a bit of a chameleon to really understand each client,” she continues.

Accountable – responsible – committed; if the past 25 years are any indication of what lies ahead, Spacemakers has secured their position in the marketplace. In a day and age where the term ‘customer service’ seems to be lost, it is always front and centre with Spacemakers. Unequivocally, their multifaceted process is specifically geared to make the client’s business more efficient – from the first meeting to long after the project has been completed. You need look no further than their lengthy track record to understand the full scope of what Spacemakers is able to achieve for any size business, but the partners encourage you to ask around. On a final note, the Spacemakers partners would like to sincerely thank all the business partners who have played a role in bringing the countless objectives and ideas to life – resulting in one success story after another.

Spacemakers Construction Services Inc. • 25th Anniversary

Chain Link Fencing 403.285.5601

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Spacemakers is proud to have worked with the following companies: ADT Security Adult Video Source Aegis Projects Corp.

Agassiz Investments Ltd. Alberta Infrastructure Alberta Motor Transport Association Alggin Metal Industries Applewood Gas Bar AR Williams Atlas Corporation AWI Axis Development Big Chief Biltmore Properties Birchwood Furniture Blaskin & Lane Blockbuster Video Bobcat of Calgary Bonavista Baptist Church Brews Properties Inc. Brewster’s on 11th Calgary Cold Storage Calgary Fasteners Canadian Bio Systems Caneda Transport Cardinal Sheet Metal Castle Financial 16

Certus Development Chartwell & Associates Realty Chemfax Products CIBC North Hill City of Calgary Clifton Associates Ltd. Cloverdale Paint Cochrane Movie House Colonel Walker House CSA Transport Deane House Desa Glass Durabuilt Windows & Doors Dutch Pastry Boutique Dynamic Concrete Dynatek Eagle Pump & Compressor Eecol Electric Estream Manufacturing Ltd. Evans Consoles Fiesta Party Rentals First Baptist Church General Motors Electric Giant Tiger Gimble Eye Centre Government of Alberta Grand Theatre

Spacemakers Construction Services Inc. • 25th Anniversary

Guardian Telecom Haultain School Hedy Canada Holy Trinity Church Home Solutions Humpty’s Restaurant I-XL Masonry Calgary I-XL Masonry Edmonton L Griffin Management Inc. Lantern Community Church Laser Equation Inc. La-Z-Boy Furniture Warehouse Leesan & Lineham Block Lo Porter Renovations Lougheed House Louise Block LSM Holdings Lycée Louis Pasteur School Magrowski Dental McDougall Centre McKnight Medical Centre Midwest Contracting Moeller Electric Monarch Land Ltd. Mount Royal Plaza Movie Max McKnight Plaza Multiwood Mustard Seed Nabors Drilling Neon Contractors Norman Block – Winners North Hill Station NOV Hydra Rig One World Development

Opus Group Out West Cookhouse Paddock Lindstrom Palace Theatre Panasonic Canada Panorama Hills Centre Parks Foundation Patton Gateway Pet Planet Plumbfull Warehouse POP Industries Ltd. Primco (PWL) Ltd. Pyramid Productions Inc. Qualico Quebecor Ralcan Trucking RC Bishop of the Diocese of Calgary Riviera Electric RJA Medicentres Rockin’ Robin’s – Calgary Royal Bank 4th Ave. & 23 St. Royop Corporation Sameday Right-O-Way Simark Controls South Pointe Star Building Materials Starbucks 17 Ave. SW Studio 21 Salon Subway Suncastle Productions Sunpark Office / Dental Centre Superior Cabinets Ltd. – Calgary Superior Cabinets Ltd. – Edmonton The North West Company

Spacemakers Construction Services Inc. • 25th Anniversary

17

Thermo Design Insulation Ltd. Torode Group Trinity United Church Inglewood TSE Steel Unisource United Rentals University of Calgary VariSystems Inc. Visualabs Volvo Rents / Deerfoot Rentals Walnut Grove Holdings Ltd. Western Pump Westbrook Family Chiropratic Winks Gas Bar XS Cargo

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Spacemakers Construction Services Inc. • 25th Anniversary

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Spacemakers Construction Services Inc. • 25th Anniversary

19

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Prostate Cancer’s Number 1 Advocate • Golf

Prostate Cancer’s Number 1 Advocate

By Adria Laycraft

S

ince 1999 the late Bill Beattie and his wife Diane have worked to raise funds and build awareness for prostate cancer. Thanks to their efforts, and the commitment of many others along the way, the Calgary Prostate Cancer Foundation has received over $2.8 million from the Priddis Greens Charity Classic.

“One in six men are subject to this disease,” says Rick Harrison, lead chair of this year’s committee. “Yet this particular charity started up in the mid-’90s and had trouble keeping their doors open.”

The Beattie couple immediately saw the foundation’s need for fundraising, but possibly even more important, the need for education and awareness.

“We decided to do it for the prostate cancer because there’s lots of information and support for breast cancer, but prostate cancer was not very well known at that time,” says Diane Beattie. “Men being men, they are reluctant to acknowledge it or go get checked out.”

This support made a huge difference for the foundation, allowing them to continue their awareness program while providing specialized services for those diagnosed with prostate cancer. Tom Kenny of the Prostate Cancer Institute admits it can be an uphill battle.

“Our client group isn’t the easiest group to get their attention,” says Kenny. “Men are notorious for not being as careful about their health as women.”

The institute offers many services, including early testing, resource centre, specialist consultations, and post-prognosis education. “We’re just in the process of commissioning what we call the ‘man van’,” says Kenny. “It’s a bus to send around southern Alberta that will allow us to do free PSA testing for men 40 years of age and older.”

This charity clearly means a lot to the participants. “Last year there were two survivor teams,” says Beattie. “I’ve known lots of men that have contracted the disease since the start and have played in the tournament, so it’s nice to see all that hard work paying off; that the awareness is there and the improvements in fixing the problem is there.”

The tournament originally started at the Links of GlenEagles in Cochrane. A group of builders got together, practically on a dare from Diane Beattie’s then boss, to create a charity event.

“We decided to do a two-day tournament because there were lots of one-day tournaments and only one other twoday, being the Willow Park Classic which Bill had played in for many years,” says Beattie.

Bill Beattie passed away from leukemia on May 7 of last year, and is sorely missed by everyone involved. “He did a 90 • JULY 2009 BUSINESS IN CALGARY

Survivor Winners Clarence Wagenaar, Rudy Rietveld, Barry Rowe, Glen Knaus

lot for the community,” says Harrison. “This charity is possibly his finest legacy from a charitable perspective.”

Harrison enjoys a long-standing membership with Priddis Greens since its opening year in 1985. Priddis Greens Golf and Country Club is the main sponsor of the tournament, providing the course and carts and some of the meals and prizes.

“It’s a club that every year has donated the golf course to a charity event,” he says. “The members are quite supportive, and we manage to generate about 100-125 volunteers every year to help with the tournament.”

Harrison is proud that the event raises close to $500,000 each year, although he doesn’t think it will do quite so well this year.

“The economy is a little rough, and we are heavily weighted to the construction industry,” says Harrison. “We’ll be fine, but the numbers just won’t be as high.”

Beattie Homes is also a major sponsor, but Diane Beattie is grateful to the membership of Priddis Greens for taking over much of the work of organizing the event.

“It’s a huge job,” she says. “The first year I didn’t do anything for three months before other than golf tournament stuff every day.”

That said, she sees the value of that hard work and knows it is a critical part of the Prostate Cancer Institute.

“Without Priddis Greens Charity Classic, I’m not sure what we would look like, or if we’d even be operating today,” says Kenny. “Our organization doesn’t receive any government funding, so we rely completely on donations and the proceeds from third-party events like this. The Charity Classic is by far the biggest contributor to our operations, so they are very important to our success.”

The Priddis Greens Charity Classic will be held on August 12 & 13 with a Gala Event on August 11. BiC

Why is the full golf swing so hard to learn?

W

e cannot THINK our way into having a better golf swing. Logical thinking adults have a problem with this. The Golf swing is a motor skill which is developed over time and repetition.

We need to accept that error is just part of the process when learning the golf swing. Some believe that to learn a motor skill it takes 2,300 repetitions of the exact same movement. So every time you move the ball position, change your grip, change your stance, change this and change that, you are working against yourself to perform the SAME MOVEMENT. Don’t question every shot that you hit bad and question every little movement or position of your swing. Do you think about what your knee joint is doing when you walk? No, so quit thinking about every little body part in your golf swing. Remember; Trial, Error, and effort toward your goal.

THE BASIC SWING Why can a twelve year old pick up a golf club and after a little direction and a few sessions at the driving range start hitting balls in a way that many adults would be envious? Firstly, they are still in the mode of developing and learning motor skills (so they are good at it compared to adults); they think less about the why, they repeat the same action the teacher has given them (without question), and they are strong, flexible, and without old injuries.

Here is the lesson I would give the twelve year old: 1. Define the target where you are going, and the target line through the golf ball. Set up facing this target line with a square clubface.

2. Here is how you hold the club. Don’t ever change your grip.

3. Bend over at the waist so your butt is pushed out and the middle of your chest is aimed at the ball. Pat your feet up and down to make sure you are in balance.

4. Swing the club back so it is pointed over your right shoulder and the weight of the club is on the inside of your left thumb. (Figure 1) 5. During the backswing and through the impact zone don’t get taller and don’t get shorter.

Figure 1 (Figure 1).

6. Swing through to your finish so your club is pointed over your left shoulder and you feel the weight of your club on the inside of your left thumb. (Figure 2) 7. At the end of your swing you will be standing with all your weight your left foot in balance and Figure 2 you will be facing the target. (Figure 2) Sometimes it pays to go back to the beginning and get a fresh start on your swing. Keep your objective in mind and repeat the basics of the golf swing, think less, and be physically prepared. 2,300 swings to a better golf shot…. Then repeat and get even better!

Scott Orban, Director Operations McKenzie Meadows Golf Club

Voted Calgary’s #1 Public Golf Course.

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BUSINESS IN CALGARY JULY 2009 • 91

The New sundre Golf Club:

fully restored, nothing overlooked.

T

he Sundre Golf Club has been a hidden gem in Alberta since its opening in 1964. New ownership in 2005 brought new opportunities for the course and its players. They realized the course needed a bit of a “facelift” - a restoration, if you will. After two-and-a-half years of renovations, the Sundre Golf Club is one of Alberta’s elite golf courses.

“We basically put a new golf course on the old property. It was a beautiful backdrop to start with but to get the course to the next level, it needed some work,” says Buzz Wilson, head pro.

From changing the esthetics of the course and clubhouse to ripping up the entire course, not a single blade of grass was left untouched and the Sundre Golf Club became the “New” Sundre Golf Club. While keeping the integrity of the course, fairways were widened, tee boxes were lengthened, cart paths were paved and tree bases were groomed. White sand was brought in from B.C. and the driving range and clubhouse were completely remodelled. A course that had once been narrow and unforgiving has been turned into a

course that is player-friendly and challenging for all levels of golfers. That is what the New Sundre Golf Club has to offer: a truly amazing and enjoyable golf experience for players of all levels.

Silvertip Golf Resort...on the Roof of the World

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2000 Silvertip Trail Canmore, Alberta 1.877.877.5444 www.silvertipresort.com info@silvertipresort.com 92 • JULY 2009 BUSINESS IN CALGARY

Publication: Business in Calgary Insertion Date: April thru September 2009 Details: 1/4 Page Vertical (3.3125” x 4.3125”)

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Great golf minutes from downtown!

BUSINESS IN CALGARY JULY 2009 • 93

land-locked Calgary makes a splash with the

2009 World Water ski Championship By sONyA kOsON

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rom August 3 to 9, 2009, ride the wave to the 2009 World Water Ski Championship and Drenched H20 Sport and Music Festival, being held right here in Calgary. It’s been 30 years since the event was last hosted in Canada, and it’s fitting that this is the time for Calgary to host the prestigious competition – not only because of our rich roster of major events taking over the city throughout 2009, but because the defending World Champion, Jaret Llewellyn, is Albertan.

A short drive south of the city rests the Lakes of KastynStone, home of the Predator Bay Water Ski Club. Acknowledged by water skiers from around the globe as one of the best man-made water ski sites in the world, the site has hosted many regional, national and world-record capability competitions. Situated in a natural valley, the calm waters of the lakes are protected from both heavy winds and congesting boat traffic. The site can accommodate approximately 8,000 spectators, and its ideal set-up makes for great vantage points for all events. Event organizers anticipate a spectatorship of over 30,000 for the duration of the Championship.

Unbeknownst to most, Canada is a super-power in the sport of water skiing, having won more than 50 medals in world competition, 19 of them gold. Jaret Llewellyn, who hails from Innisfail, Alberta, is the defending World Overall Champion, and is recognized as one of the greatest skiers in the history of the sport. Events at the Championship will include slalom, jump and short-board.

In addition to the spectacle-on-the-eyes that is the competition, event organizers have created a festival concept to give ticket-holders even more to cheer about. Extreme sporting events, a trade exhibit, VIP seating and hospitality amenities will complement the DRENCHED™ music festival.

Headlined by the Juno Award-winning group, Hedley, the festival will also feature Default, Sloan, State of Shock, The Midway State, Gob and The Dudes.

To encourage cross-provincial travel to this ultimate beach party, Tourism Calgary and the local organizing committee of the World Water Ski Championship Festival are look-

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Calgarians will flip over the excitement of the World Water Ski Championship Festival.

Photo courtesy of World Water Ski Championship.

The Lakes of KastynStone are one of the best man-made water ski sites in the world. ing to make a splash with the unique travel packages they have developed. Starting July 6, you can find DRENCHED™ packaging on Tourism Calgary’s website, which includes accommodations, event and concert tickets, return ground transportation from Edmonton, Red Deer, Lethbridge and Medicine Hat, and more, starting from only $199 (based on quad occupancy). Plan your water-inspired staycation today around this original event, and take advantage of the value these packages afford.

For more information visit www.waterskiworlds.com or www.tourismcalgary.com. See you on the shoreline, starting August 3!

Ph: 403-263-8510 Toll Free: 1-800-661-1678 www.tourismcalgary.com

Upward Peripheral vision

By AdAM leGGe

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he release of Calgary: A Global Scorecard on Prosperity highlights a number of things to think about, but it reinforces my view that companies and governments need to have a greater sense of “upward peripheral vision” during this downturn.

The report highlights that Calgary took the top spot amongst 23 global cities as the most prosperous city. It beat out major cities such as London, New York, Paris, Hong Kong, Toronto and Shanghai. It proved that Calgary can stand against these cities in a competition for business and people, and come out successful.

True that the study was not able to compare every global centre on every single kind of metric that would matter to business and to people, but given data availability it is a great start to understanding how Calgary compares to some of the world’s most well-known cities.

Perhaps one of the key findings that I took away from the report was that while Calgary may have come out on top with this analysis, we would be unwise to relax and bask in the glow of accomplishment; for the tortoise won the race when the hare was asleep.

The report highlights a number of areas where Calgary needs improvement, and also, by nature of the score card approach, highlights how Calgary performs on a variety of indicators compared to global locations. So we can now determine where we sit compared to global cities. It ultimately shows us what our global competition looks like, and where we need to focus our efforts into the future.

In this economic downturn, it is very easy to put our head down, look only at the present needs and change course to meet the immediate needs we have. However, ensuring that we exercise “upward peripheral vision,” the ability to see the horizon, the long-term and the distance, is critical to ensuring that we will be on the right road. The Conference Board report is a strong reminder of something that I have been encouraging individuals and businesses not to lose sight of – don’t forget the long-term and the strategy; don’t lose your focus.

The labour market provides a great example. Right now, unemployment in Calgary is rising by the month. The issue of labour shortages seems a distant memory for many and one that receives the odd chuckle and scoff when mentioned. But keep in mind that while some baby boomers near retirement may stay in the workforce out of necessity because they lost a portion of retirement savings, the fact of the matter is that

technically 30 per cent of our workforce will vanish over the next 20 years. And we don’t have enough people to backfill those jobs.

Hard to think of now, but labour strategies for the coming 10,15 and 20 years need to be in process now, not once the economic downturn is over. That will be too late.

Climate change is another great example. Sustainable and renewable energies are not hot topics right now given the relatively low price of oil compared to a year ago. But let’s face it, whether it is the outcome of Copenhagen in December, new legislation and regulation imposed by our largest customer – the U.S., or whether after global oil demand returns we again begin to see triple digit oil prices, something is likely to trigger us back into focusing on carbon reductions and sustainable and renewable energies. No one can predict exactly when that will be, but isn’t now a good time to at least be talking, thinking and strategizing about it instead of doing what we as humans do all the time; wait till the last minute and panic, reacting more out of crisis than strategy?

The Conference Board report reminds us that while we face new, growing and very important challenges in our cities right now that we weren’t facing even 10 months ago, there are long-term issues that will still be there and aren’t going away.

And we avoid them to our peril and to our loss in the global competition for business, investment and people.

Upward peripheral vision should be the new business buzz term – the one that everyone talks about. OK, that’s wishful thinking on my part. But while we are currently trying to keep our companies successful, vibrant and in Canada, and our citizens employed, fed, housed and engaged, let’s not forget to address and invest in long-term strategies that will make Calgary and Canada leaders in labour attractiveness, vibrant communities, climate change, poverty reduction and health.

Our score card of today needs continued investment to pay dividends for our future.

BUSINESS IN CALGARY JULY 2009 • 95

Hiring the ‘Mob’ and seeking Angels for Investment

By C.J. WIlkINs

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here’s no need to run for cover just yet, but the mob has been hired to test the latest applications coming to your smartphone – and it’s completely legal.

With the explosion of mobile applications built for the next generation of smartphones, they all have to be tested globally. Right now that testing is a $3-billion problem. The problem is that mobile devices operate differently depending on their network and region. Further, there are hundreds of smartphone models to choose from around the world. Simply put, software that functions correctly on your BlackBerry in Calgary may not work on an iPhone or even another BlackBerry in San Francisco or Paris. Here’s where the mob comes in.

Calgary-based Mob4Hire is changing how software is tested on mobile devices by connecting developers to a ‘mob’ of testers around the world. Using Mob4Hire’s model has the potential to save software developers thousands of dollars per test. “The only other way they could complete testing this extensive would be to fly their developers around the world,” says Stephen King, CEO of Mob4Hire.

The premise is simple: a software developer posts a testing project on Mob4Hire.com. They include what network, geographic region and smartphone models are required for the testing. Next, members of the “mob” bid on the project in an auction and then complete the testing. Generally, Mob testers are paid between $10 and $300 to test a new application on their mobile device, depending on the depth and complexity of the tasks.

Since starting out in October, 2007, Mob4Hire has worked with more than 500 developers and has expanded its mob of testers to 10,000 handsets on 300 mobile networks in 104 countries. The concept is working and Mob4Hire is getting noticed as it has won several awards, including being selected as a winner of the Red Herring 100 North America Award that goes to innovative private technology companies.

Awards are icing on the cake, but they don’t fund companies. So when Mob4Hire needed an injection of capital to continue its growth, they looked to Alberta’s largest group of angel investors: Alberta Deal Generator (ADG). ADG is a joint initiative of Calgary Technologies Inc. (CTI) and TEC Edmonton that facilitates investment in high-growth Alberta technology companies.

“We have been 100 per cent internally funded to this point,” remarks King. “We have been operating and growing our business to demonstrate to potential investors that we

96 • JULY 2009 BUSINESS IN CALGARY

are serious about what we are doing before seeking additional capital.”

In May, Mob4Hire was one of seven companies that delivered an investor pitch at an ADG investor forum in Calgary.

Prior to attending the investor forum, King attended the ADG Boot Camp, which prepares entrepreneurs to pitch their investor presentations.

The benefits of working with ADG have been significant.

Mob4Hire gained the ability to distil their story down to a concise 10-minute presentation, and they have made valuable business connections along the way. “There are probably a dozen people associated with CTI who have helped shape our business,” says King.

King is now in discussions with three angel investors from ADG to raise the capital Mob4Hire needs to take its business to the next level. “Raising capital is not the easiest thing to do, however, it’s never a bad time to invest in a good opportunity,” says King. King is confident that hiring the mob is a great opportunity that angel investors are interested in. It might just be an offer they can’t refuse.

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BUSINESS IN CALGARY JULY 2009 • 97

THE MAGAZINE OF THE CALGARY CHAMBER OF COMMERCE JULY 2009

Leading Through Turmoil By: dAN GAyNOR

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n recent months leaders everywhere have faced the challenge of guiding their teams through a period of downturn and turmoil. We may be on our way to recovery but we are not there yet. Many people remain worried about their companies and their futures. If not counteracted, this same worry can draw attention away from work. Every leader has to be thinking about getting his or her team across the finish line and into a period of growth again. Whether you lead five or 5,000 people, these are defining days.

As a newspaper executive I led several different teams through periods of turmoil. I learned that when you take a team through these periods successfully it emerges stronger and more confident. Here are five steps you can take to maintain and even build performance: 1. Appreciate the power of your example:

Very few leaders appreciate how closely they are watched.

During a time of uncertainty you are watched far more closely. People want to see how you are responding to the pressure. If you appear fearful, pessimistic or uncertain your team will falter. Your worry will multiply theirs. They may even give up just when you need them digging in and working harder. They need your confidence not your concerns.

So be careful with what you say and do. Speak and act confidently.

2. Lead with a firm grip:

In times of turmoil teams look to their leaders for the way through the storm. As much as people appreciate some autonomy most times, right now they want you to know what to do, so tighten controls and take command. Develop a battle plan and make some assignments. This will build confidence and have the added value of giving them a part of the solution. It’s so much easier for people to get through a tough time when they don’t feel powerless so give them a piece of the plan to work on.

3. Lead from the front:

Every good leader is a good encourager – this becomes even more important during a time of turmoil. When your team is worried and distracted your encouragement can be a strong force to keep them focused and motivated. You can’t encourage from behind a desk. Get out on the shop floor 2

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more often; tell them you have confidence in them and they’ll want to prove it is well founded. They’ll work hard not to let you down.

Dan Gaynor

4. Communicate far more often:

When people are worried their need to be “in the know” goes up substantially, so communication becomes far more important. If you normally hold a staff meeting once every three months, start holding one every month. You’ll do well as things heat up to hold a 20-30 minute update every week or two. Talk about the situation realistically and confidently.

Talk about the steps you are taking and help everyone see that their part of the plan is important. Every time you get them together you have another opportunity to build confidence and keep them focused, and you’ll be sending an important signal that you care about them.

5. Celebrate wins:

Under pressure it is easy to overlook small wins but wins build confidence. People need to believe they can win so be sure to look for opportunities to celebrate. You’ll build the confidence your team needs to succeed.

Times of turmoil are a two-bladed sword; they can be demoralizing but they can also be periods of accelerated team growth. Coming through a tough time like we’re facing can build new skills and confidence when we get leadership right.

Dan Gaynor President, Gaynor Consulting Inc. www.gaynorconsulting.com

Discussion questions: • What is the example you and other leaders around you are setting?

• Do you have a clear plan of action and have you shared it with your team?

• How often are you holding staff meetings and what is the best time and location to hold them going forward?

2009 Board of Directors Executive Lois Mitchell, Chair Brian Hahn, Past Chair Simon Vincent, Chair Elect Glenn McNamara, Second Vice Chair Dave Sprague, Vice Chair, Finance Heather Douglas, President & CEO Directors Kelly Blackshaw Jim Donihee Doug Firby Eva Friesen Rob Hawley Guy Huntingford Brenda Kenny Leah Lawrence Joe Lougheed Paul Waddell Management Heather Douglas, President & CEO Craig Finn, CFO Geoffrey Pradella, VP Public and Government Affairs Kim Koss, Vice President Business Development Ben Brunnen Manager, Policy and Research Elizabeth Leitch, Manager, Communications Susan Elliott, Manager, Events Leading Business magazine is a co-publication of the Calgary Chamber of Commerce and Business in Calgary The Calgary Chamber of Commerce 100 6th Avenue S.W, Calgary, Alberta T2P 0P5 Phone: (403) 750-0400 Fax: (403) 266-3413 Please address editorial enquiries to Elizabeth Leitch, Communications Phone: (403) 750-0424 E-mail: eleitch@calgarychamber.com

www.calgarychamber.com

Treaty 7 Will Host Delegates Attending AFN’s 30th Annual General Assembly 3,000 delegates expected to visit Calgary from July 20-23, 2009

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ship within the First Nations in ver 3,000 delegates from Canada. Calgary is one of the across Canada will asmore progressive cities in Westsemble in Calgary at the ern Canada and we will continue 30th Annual General Assembly to build on our relationships (AGA) of the Assembly of First with the city, the government of Nations (AFN). Among them will Alberta, and our many commube over 600 First Nation chiefs nity and business partners and who will elect a national chief. sponsors.”

While the AGA is held annually Most of the social and culturin July, the election of national al events are open to the pubchief is held once every three lic which includes the Calgary years. This means that attenChamber of Commerce Keynote dance will be at its peak and Chief Charles Weaselhead Speaker luncheons, a First Nation Women media coverage will be higher than usual at in Leadership reception, a Calgary Stampede the Calgary TELUS Convention Centre from Welcome Breakfast and Pow Wow on OlymJuly 20-23, 2009. This is the first time the pic Plaza, a First Nation Youth Symposium Chiefs’ Assembly will be held in Calgary. and a National Chief’s reception. The public The delegates will be hosted by the Treaty can register as observer delegates and attend 7 Chiefs through the 2009 AFN Host Comthe assembly and all the events. mittee which is comprised of First Nation and A cultural highlight is the Olympic Plaza business members of the Treaty 7 bid comPow Wow on Wednesday afternoon, July 22, mittee that successfully pursued this opporfeaturing more than 400 dancers who will tunity. The Host Committee events will take have competed the previous weekend at the place at the Hyatt Regency Hotel, Olympic Blood Tribe Kainai Indian Days Summer Pow Plaza and the Royal Canadian Legion #1.

Wow and Rodeo and who will compete the A full schedule of social, cultural and busifollowing weekend at the Tsuu T´ina Nation ness networking events has been prepared Annual Pow Wow and Rodeo. to complement the business agenda of the As well, a business trade show with 100 Chiefs’ in Assembly. exhibitors will be held in Macleod Hall at the “We’re extremely pleased that our bid was Calgary TELUS Convention Centre, includselected to host all the delegates including ing 30 First Nation arts and crafts producers chiefs from 633 First Nations across Canada along Stephen Avenue. The assembly attracts as they assemble to elect a national chief,” a wide range of business people, advisers, says Charles Weaselhead, grand chief of consultants and decision-makers in governTreaty 7 and chief of the 11,000-member ment, industry and business.

Blood Tribe in southern Alberta. Chief WeaThe Calgary Chamber of Commerce, the selhead initiated the bid to further build relaCalgary Stampede, Tourism Calgary, the Caltions between First Nations in Treaty 7 and gary Hotel Association, the Glenbow Museum Alberta with people of Calgary, industry and and the Calgary Downtown Association were business. strong supporters of the bid to bring the AGA “The chiefs of Treaties 6 and 8 will join to Calgary. They are active participants on their colleagues from southern Alberta to the 2009 AFN Host Committee. All have long welcome delegates to Calgary, the traditional histories with local First Nation communities. territory of the Treaty 7 First Nations,” says The Chamber created an Aboriginal OpportuDr. Wilton Littlechild, regional chief, Treanities Committee in 1980, and the Stampede ties 6, 7, 8 (Alberta) and co-chair of the 2009 will mark their 100th anniversary with the AFN Host Committee. “This is a tremendous Indian Village in 2012. opportunity for us to showcase the leaderL E A D I N G BU S I N E S S J U LY 2 0 0 9

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“Together, we face some significant challenges. That is why building relations with government and industry is vital for First Nations in Canada,” says Chief Weaselhead during a keynote address to the Calgary Chamber of Commerce Aboriginal Workforce Symposium on March 25, 2009. “We need to address these challenges together.”

“We realize that we need to reach out more to government and industry to create opportunities for our growing population,” continues Chief Weaselhead. “To do this, we need to work together to address the concerns affecting us.

There are opportunities to collaborate, share resources and achieve mutually beneficial outcomes.” Treaty 7 Management Corporation is a member of the Calgary Chamber of Commerce.

The First Nation population in Canada is growing at a rate 3.5 times higher than the non-Aboriginal population.

There are over 25,000 Aboriginal businesses in Canada and as many First Nations people enrolled full time in post-secondary education institutions.

Education levels among First Nations people are increasing. Twenty-seven per cent of the First Nation population between 15 and 44 years of age hold a post-secondary certificate, diploma or degree. This is compared to 46 per cent of the Canadian population within the same age group.

For more information about the assembly in July, go to www.2009afnhost.com or www.afn.ca to buy tickets or register as a delegate.

Treaty No. Seven was a peace treaty made in 1877 between two nations – the tribes of the Blackfoot Confederacy, [Sik-

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please visit the Host Committee website at www.2009afnhost.com for more information. sika (Blackfoot), Piikani (Peigan) and Kainaiwa (Blood)] Tsuu T´ina (Sarcee), the Nakoda (Bearspaw, Chiniki, and Wesley) – and Her Most Gracious Majesty the Queen of Great Britain and Ireland, by Her Commissioners, the Honourable David Laird, Lieutenant Governor and Indian Superintendent of the North-West Territories, and James Farquharson Macleod, C.M.G., Commissioner of the North West Mounted Police.

There are approximately 25,000 members of the Treaty 7 First Nations.

The Assembly of First Nations is the national representative organization of the First Nations in Canada. There are over 630 First Nations communities in Canada. The AFN Secretariat is designed to present the views of the various First Nations through their leaders in areas such as: Aboriginal and Treaty Rights, Economic Development, Education, Languages and Literacy, Health, Housing, Social Development, Justice, Taxation, Land Claims, Environment, and a whole array of issues that are of common concern that arise from time to time.

For further information regarding the social, cultural and business networking activities, the 2009 AFN Host Committee and our corporate and community partners, please visit the Host Committee website at www.2009afnhost.com.

Chamber Events Calendar Calgary Chamber of Commerce AFN Luncheon Series For more information or to register call our Events department at 403.750.0426

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he Calgary Chamber of Commerce and its standing, member-based Aboriginal Opportunities Committee is pleased to partner with the Treaty 7 First Nations to host the Assembly of First Nations (AFN) 2009 Annual General Assembly from July 20 - 22, 2009.

As part of the social program, the Chamber will host keynote luncheons to celebrate business excellence and share best practices. This series is sponsored by TransCanada Pipelines.

Monday, July 20

The Chamber Presents Allan McLeod, President and CEO of Tribal Councils Investment Group of Manitoba Ltd. Allan McLeod is the President and CEO of TCIG and of Arctic Beverages Limited, the 2007 Pepsi Canada Bottler of the Year. He is President and CEO of First Canadian Health Management Corporation Inc., First Canadian Fuels Ltd., and the Radisson Hotel in Winnipeg, all companies wholly owned or 51% owned by TCIG and is a Director of Exchange Industrial Income Funds, Artis REIT, First Canadian Water and Infrastructure and Tribal Marketing Communications Inc. In 2003, Allan was honored with the Top 40 under 40 awards, a Canadian national award presented to individuals who are outstanding young leaders of today and tomorrow. Allan has been recognized by the Winnipeg Free Press as one of the 30 most powerful Manitobans.

New and Noted ACCOUNTANTS - CHARTERED Johnston Morrison Hunter & Co. LLP Chartered Accountants www.jmhca.com CATERERS Great Events Catering Inc. www.greateventsgroup.com CONSULTANTS Agriclaim Canada Inc. www.agriclaim.com CamCar & Associates Resource Management Innovations www.rminnovations.ca ENERGY E-T Energy Ltd. www.e-tenergy.com EVENT PLANNING & MANAGEMENT Northern Light Events Inc. www.northernlightevents.net FINANCIAL SERVICES Financial Road Map Workshops Inc.

Tuesday, July 21, TBC Chief Jim Boucher of the Fort McKay First Nation Chief Boucher is Chairman of the Board of the FMGC, which operates six limited companies, 100% owned and controlled by the Fort McKay First Nation, and is involved in a number of joint venture partnerships. Under Chief Boucher’s vision and leadership, the FMGC has grown into one of the most successful First Nation-owned business ventures in Canada, boasting annual revenues in excess of $100 million.

Wednesday, July 22 The Chamber Presents Herb George (Satsan), Chair of the First Nations Governance Centre Satsan has offered advice and assistance to First Nations across British Columbia and Canada on the affirmation and recognition of Aboriginal rights, title and Treaty rights. He most recently served two - three year terms as the elected BC Regional Chief for the Assembly of First Nations. As a member of the AFN National Executive, he had the responsibility for Delgamuukw and headed up the Delgamuukw/Gisday’wa National Process, an extensive community-based process of research, public education and organizing. He also held the Executive Portfolio for Fiscal Relations.

Satsan is presently Chair of the First Nations Governance Centre, a First Nations-controlled initiative designed to help First Nations achieve their inherent right to self-government.

FREIGHT FORWARDING Triumph Express Service Canada Inc. www.triumph.ca

NUTRITION CONSULTANTS Body Mind Nutrition www.bodymindnutrition.com

HEALTH & WELLNESS SimpLee Serene www.simpleeserene.com

OFFICE - PLANNING/SERVICES/ PARTITIONS Partition Systems Ltd. www.partitions.com

HOME BUILDERS Goldmark Homes Ltd. www.goldmarkhomes.com INDIVIDUAL Frank Atkins LEADERSHIP COACHING The Refinery Leadership Partners www.refineryleadership.com LEGAL SERVICES Smith Research Inc. www.smithresearch.ca MANAGEMENT CONSULTANTS AdvantageLevel Inc. www.advantagelevel.com Christopher Harper NON-PROFIT ORGANIZATION Breakfast Clubs of Canada www.breakfastclubscanada.org

PUBLISHERS Libra Publishing Ltd. RENOVATIONS & HOME IMPROVEMENTS Precision Ceramix Ltd. www.precisionceramix.com SIGNS FastSigns www.fastsigns.com/674 STUDENT MEMBER Alishia Alibhai Aziz Md. Abdul Gabriela Farcas Timothy Coninx

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David Parker • MarketingMatters

MarketingMatters

By David Parker

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odd Sloane, principal at Tag Advertising, leads an active team that is going to be a lot busier as it settles into working on its new high-profile account – Alberta Sport, Recreation, Parks and Wildlife Foundation.

Sloane has also expanded its team with the hiring of Bonnie Elgie as the company’s new director of public relations. An accredited public relations professional, her career spans 17 years of corporate communications, media and agency experience but most recently she ran her own successful consulting business.

•••••••••••••• The creative mind behind the Energizer Bunny was in town last month to show off reels and rolls. Steve Sweitzer, partner and chief creative officer at Woodruff Sweitzer, along with Calgary partners Jeff and Susan Groeneveld, held the presentation at the Plaza Theatre that also included a showcase of other memorable work for clients such as Saturn, Conseco Nynex and PBS. Woodruff Sweitzer’s other offices are located in Kansas City and Columbia, Missouri.

•••••••••••••• Nadine Samycia has joined Bottom Line Productions as event manager, an expansion to the firm’s arts management services.

Her early years as a performer and dancer sparked her interest in a career in the performing arts and after earning her arts degree at the University of Alberta Samycia spent 14 years 102 • JULY 2009 BUSINESS IN CALGARY

in the area of arts co-ordination and management. She has worked on gala fundraisers, receptions, celebrations, award shows and auctions. Most recently she worked as a corporate development director responsible for public relations and special events for organizations including Ukrainian Shumka Dancers and the Victoria School for the Arts.

Bottom Line Productions has offices in Calgary and Edmonton and has over 15 years of experience in the fields of communications, strategic marketing, event planning, development and media relations for a client list that includes Royal Winnipeg Ballet, National Ballet of Canada, Vertigo Theatre, One Yellow Rabbit Theatre, RedPoint Media and a number of musical touring productions.

•••••••••••••• Hard to believe but its almost 30 years since Brian Nelson launched Nexus Exhibits. Since arriving in Calgary, he’s sold advertising, worked with companies like Admanagement and Creative Associates – how many remember those? – and then joined a design firm that gave him the idea of starting his own display company.

For a number of years he was located in a three-storey brick building adjacent to the Lewis Lofts on 11th Avenue SE and a warehouse on 34th Avenue NE. Nelson recently merged the two locations into one in a 13,000-squarefoot facility on 2nd Avenue SE just west of Barlow Trail. He now has the benefit of administration, fabrication, printing and warehousing all under one roof.

•••••••••••••• Karo has welcomed Eva Van Krugel as new group account director bringing 13 years of agency experience to its Calgary office. She has worked with private and multinational communications firms around the world

including MacLaren McCann, Saatchi and Saatchi, and managed client business in the U.K. such as Harcourt Brace Publishing, The Economist Group and Sappi Fine Paper.

Most recently at Calder Bateman in Edmonton, Van Krugel honed her skills in social marketing planning on behalf of the Office of Traffic Safety of Alberta Transportation and the Employment Standards Branch with Alberta Employment and Immigration.

•••••••••••••• I was surprised that Nolan Berg left his position as CEO of AdFarm, a company that is enjoying solid growth and was recently ranked as one of the top five agricultural agencies in North America. He has moved to Edmonton to take on the role as vice-president marketing for ATB Financial.

AdFarm’s Calgary office is by far the largest – others are in Guelph, Ont., Fargo, North Dakota and Kansas City, Missouri – but Roger Reierson who lives in Fargo and has served as chairman and president will be taking over Berg’s duties for the time being as the company’s managing partner.

Each office is managed by leadership and function teams and the Calgary office sports seven partners who along with the board are evaluating a new business plan.

•••••••••••••• Parker’s Pick: I’m one of those who gets put off by wild wine labels, even though my favourite is of course Ralph Steadman’s creation for Montes Folly, so I must applaud the new design

by Tinhorn Creek. Winemaker Sandra Oldfield commissioned a clean and attractive new label that reflects the quality of her wine – balanced and with a hint of tradition.

Ready for Tenant Fixturing

Artist Render

Artist Render