October 2012 Business in Calgary

Calgary business icon and Canadian finalist, Ernst & Young Entrepreneur Of The Year 2011 Mac Van Wielingen er

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October 2012 $3.50

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The Entrepreneur Issue

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Contents PUBLISHERS

Tim Ottmann & Pat Ottmann

EDITOR

Volume 22 • Number 10

On our cover…

Mac Van Wielingen of ARC Resources Ltd.

Derek Sankey

COPY EDITORS

Jessi Evetts jessi@businessincalgary.com

CONTRIBUTING DESIGNER Kenji Doshida Cher Compton

www.businessincalgary.com

Art Director

October 2012 $3.50

Lisa Johnston & Nikki Mullett

ADMINISTRATION

Nancy Bielecki nancy@businessincalgary.com Jamie Chell jamie@businessincalgary.com

REGULAR CONTRIBUTORS Richard Bronstein Frank Atkins David Parker Lonnie Tate Mary Savage

THIS ISSUE’S CONTRIBUTORS Jesse Semko Heather Ramsay John Hardy Luke Azevedo Andrea Mendizabal Stewart McDonough Michael Doucette

Calgary business icon and Canadian finalist, Ernst & Young Entrepreneur Of The Year 2011 Mac Van Wielingen

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DIRECTORS OF CUSTOM PUBLISHING

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Rachel Katerynych rachel@businessincalgary.com Hayley Sands hayley@businessincalgary.com Carla Wright carla@businessincalgary.com Bobbi Joan O’Neil bobbi@businessincalgary.com Brent Trimming brent@businessincalgary.com Evelyn Nykyforuk evelyn@businessincalgary.com

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The Entrepreneur Issue

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PHOTOGRAPHY

Cover photo courtesy of Ewan Nicholson Photography Inc.

133

Bernie Cooke bernie@businessincalgary.com Kim Hogan kim@businessincalgary.com

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www.businessincalgary.com 6 • October 2012

Cover 65 • Leader of the Pack

A proven oilpatch success story offers some insights for aspiring entrepreneurs as he embarks on the next round of growth for his own enterprise

By Derek Sankey

This Month’s Features 38 • Boomers at home in Calgary

By John Hardy

43 • Work looks, Calgary style

Business in Calgary Magazine

By John Hardy

48 • Tech Sector Broadens its Scope

Calgary’s technology sector is often over-shadowed by the energy industry, but there’s plenty of innovative companies breaking new ground

By Michael Doucette

View our electronic issue of this month’s magazine online at www.businessincalgary.com

BUSINESS IN CALGARY | www.businessincalgary.com

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Contents

73

Volume 22 • Number 10

(This Month’s Features cont’d) 55 • The Art and Science of Shmoozing

By Business in Calgary Staff

73 • Ernst & Young Entrepreneur Of The Year® 2012 Prairies region

Celebrating the game changers

74 • Buying Recreation

Calgarians are eager to escape for rest and relaxation and continue to invest in properties in central Alberta and British Columbia

By Heather Ramsay

Prairies 2012

80 • Bucking the Trend

While residential real estate prices are forecast to fall across the country, all indications are that Calgary will buck the trend

By Heather Ramsay

Founded and produced by

127 • Small Business Week Special supplement published by

By Jesse Semko

© 2012 Ernst & Young LLP. All Rights Reserved.

“Entrepreneur Of The Year” is a registered trademark of EYGN Limited.

Company Profiles 95 • Albi Homes

Celebrating 30 Years Of Building Dreams and Community

109 • BSEI Municipal Consulting Engineers BSEI Celebrates 35 Years

117 • Primary Endgineering and Construction 10th Anniversary

127

74

Regular Columns 10 • Cracking the Asian Nut

By Richard Bronstein

12 • The Cost of Tuition in Canada

By Frank Atkins

14 • The Alberta Advantage

By Lonnie Tate

133 • Leading Business 138 • The Calgary Report

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

142 • Marketing Matters

By David Parker

8 • October 2012

BUSINESS IN CALGARY | www.businessincalgary.com

80

AN INVESTMENT IN SMART

global economy. This public and private sector collaboration will act as a catalyst to help Canada address its innovation and productivity deficit thereby accelerating the commercialization of Canadianled research and development so

Over the last twenty years or

within all that noise are patterns

to determine the number of

Canadian businesses can excel in global and domestic markets.

so a slowing of investment

and potential opportunities that

chickens needed to meet the

in research and innovation,

only analytics can reveal. A 2011

demands of the province.

machinery and equipment, and

MIT Sloan Management Review

This effort has reduced farm

specifically, information and communications technology has held back Canada’s usual

The IBM Canada Research and Development Centre is a result of a collaboration with Federal and Ontario governments and seven universities.

progress in the world. The Conference Board of Canada recently awarded our performance for productivity a C rating and a D rating

Analytics can help drive efficiency

for innovation. And while

and productivity, and foster

Canadian businesses held back, the rest of the world surged.

business innovation to create new

Rapidly emerging economies

marketplaces, smarter business

like Brazil, Russia, India, and

services and profitable new revenue

of course China embraced

streams. Providing these services

the great potential that

to innovators can profoundly

technological investment can

change the way a company is

bring. As a result there is a

experienced by customers,

pronounced shift in global

partners and by society.

economic power away from so-called developed, mature economies like ours. But when

and IBM study concluded that

you strip away all the ratings, all

organizations that choose to

the numbers and all the rhetoric,

embrace analytics are 2.2 times

a tantalizing opportunity to

more likely to substantially

think smartly about Canada’s

outperform their peers. We

future emerges. We are looking

also discovered in the 2012

to our leaders in business and

IBM Global CEO Study that

IS A SMART INVESTMENT.

in government to join us in

Canadian companies are falling

motivating the progress and

inspection workload by 66 per

behind their global peers in data

innovation of this country.

cent and created an annual cost

in progress is the best way

access, insight and translation

savings of roughly $200,000.

to make Canadian businesses

THE DATA OF DATA.

into action. Not surprisingly,

It has also helped ensure the

more competitive, our economy

we believe that big data is a big

safety and availability of more

more robust and Canadians an

opportunity for Canada.

than 816 million eggs produced

important part of a Smarter Planet.

The world is increasingly being

by the province each year.

defined by big data. Data is an organization’s most valuable

Join the conversation and learn

asset after, of course, its people.

WHAT COMES FIRST, THE CHICKEN OR THE DATA?

Over 2.5 quintillion bytes of data

The British Columbia Egg

are created every day. Hidden

Marketing Board recently

Similarly, in our commitment

started to apply IBM analytics

to driving progress in Canada,

to the production of eggs in the

IBM recently announced an

Over 90% of data was created in the last two years.

At IBM, we believe that investing

more at: linkedin.com/company/

IF YOU BUILD IT, THE DATA WILL COME.

province. The Board is now

investment of over $210 million

able to integrate and analyze

into the IBM Canada Research and

production and inspection data

Development Centre. IBM has

from hundreds of BC farms and

declared its goal to help advance

perform complex calculations

Canada’s competitiveness in the

conversations

LET’S BUILD A SMARTER PLANET.

IBM, the IBM logo, ibm.com Smarter Planet, and the planet icon are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the Web at ibm.com/legal/copytradeshtml. © International Business Machines Corporation 2012.

Cracking the Asian Nut • Richard Bronstein

By Richard Bronstein

Cracking the Asian Nut

A

separatist government in Quebec City. A too-close-tocall presidential election in the United States between two political parties that hate each other. A debt chasm that threatens to swallow the economies of Europe.

What’s a poor prime minister to do in these days of high angst and uncertainty?

Well, if you are Prime Minister Stephen Harper you take your bag of samples and try to drum up some business in Vladivostok. That’s the biggest Russian city on the Pacific coast and host to the recent summit of the 21-member Asia-Pacific Economic Co-operation (APEC) organization.

Russia chose this location for the meeting of world leaders to deliberately showcase its commitment to Asian trade.

And the Russians pulled out all the stops to impress the visiting VIPs, with new construction, modernization and a general sprucing up. Trouble is, one Russian confessed to a Globe and Mail reporter, “It’s fake, a big show for the foreigners who will drive along the fancy new highways and bridges. But if you turn off these roads it’s a dead end. Just concrete blocks. The life expectancy of this new construction is approximately one year.”

Oh well, it wouldn’t be the first Potemkin village built by a Russian czar.

Despite the crassness of Vladivostok, the Russians know, Prime Minister Harper knows, and the rest of the world knows that if you want an economic future, Asia is where you have to do business. APEC’s 21-member economies account for 56 per cent of world GDP, 47 per cent of global merchandise trade and 40 per cent of the world’s population.

The Canadian government has recognized this fact in the past few years and has been desperately courting trade with Asia. So far, Canada has not been able to sign a single free trade agreement with an Asian country. Our best bet seems to be with South Korea, but after eight years of talks, nothing has been officially signed yet.

Canada has also been trying to gain a seat on various Asian regional groupings, but we still seem to be standing on the outside looking in.

Then we also have the sticky situation involving China’s state-owned CNOOC and its $15-billion takeover offer of

10 • October 2012

BUSINESS IN CALGARY | www.businessincalgary.com

Nexen Inc. – a tricky road to steer for sure.

Part of our problem is that we are hard-wired to trade with the United States. That is not a bad problem to have and we have prospered as a result of those trade ties. No sane businessperson wants to jeopardize our relations with the U.S. but since all our focus is on the 49th parallel, it makes trade diversification more difficult.

Well, one thing we might do is try harder and with greater commitment. The same week that Prime Minister Harper ventured to Vladivostok, the Asia Pacific Foundation of Canada issued a report by Don Campbell, a former deputy minister of foreign affairs, who said in an interview that “there is a significant lack of awareness in Canada of the importance of Asia in terms of its rise, its economic might in the world and the implications this has for Canada.”

The report says Canadian government officials have to travel more in Asia and that we should be adding diplomatic staff.

Campbell’s report says it’s not enough just to be looking for trade deals. He says Canada must be fully engaged in a whole range of Asian issues, including security, culture and education. To be taken seriously in Asia, he argues, we need to be serious and that includes expanded study of Asian languages.

Canada seems to have had many mood swings about getting involved in Asia says the Asia Pacific Foundation report.

Our interest rises and falls. It is only by making a long-term, sustained and integrated approach that Asian nations will take us seriously as trade partners.

A recent poll by Nanos Research shows that most Canadians favour expanding trade with China, for example. However, one in three still view China as a threat to job creation and favour a cautious approach.

Prime Minister Harper and provincial leaders have their work cut out for them. They not only have to beat down the doors to get into the Asian club, but they have to convince more Canadians that it is a national priority.

We should be able to bring this off because we have many citizens of Asian origin who can help make the case that Canada is a good country to deal with. But we need more consistent leadership from all levels and a determination to stay the course. BiC

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The Cost of Tuition in Canada • Frank Atkins

By Frank Atkins

T

he Canadian Centre for Policy Alternatives (CCPA) recently released a summary of tuition fees across Canada. Apparently, Alberta has one of the highest costs of education in the country. Not surprisingly, Quebec has one of the lowest costs in the country. The CCPA, being a left-leaning institution, has emphatically stated that this is very bad. Student leaders across the country have dutifully responded by calling for lower tuition fees. On the surface, tuition fees in Quebec are what caused the recent riots in Montreal, although most people suspect that this was quickly hijacked by the anarchists who do not really like anything except protests and riots.

The problem with this public discussion is that it is ill focused. Apparently the reason that higher tuition fees are bad is that it causes stress amongst not only the students themselves, but also the families of students. The CCPA complains that most provinces have opted not to keep tuition costs down, but rather turn to schemes to offer students loans on favourable terms or easy repayment options. What is missing here is a discussion of where the money comes from. If the students do not pay for the full cost of post-secondary education in terms of tuition fees, then the taxpayers are paying the rest. This fact creates an interesting set of issues.

It is well documented that the lifetime earnings of individuals who obtain a post-secondary education is

12 • October 2012

The Cost of Tuition in Canada It is well documented that the lifetime earnings of individuals who obtain a post-secondary education is much larger than that of individuals who have only a high school education. much larger than that of individuals who have only a high school education. Therefore, by going to university, you are investing in your own human capital for which you receive a return in the future. Borrowing to pay for this investment is rather like borrowing money to invest in the stock market, although it is rather less risky.

Given that university enrolment has been increasing, it appears that more people are willing to borrow to invest in their human capital and receive a return in the future in terms of higher income. The CCPA appears to ignore this argument.

The second, and somewhat more troubling, issue involves the question of who pays. First, the CCPA should realize that there is no such thing as government money. Any money that the government has belongs to taxpayers. In the tuition debate this is complicated by the system of interprovincial transfers that exists in Canada. Alberta is a net contributor to this system of transfers and Quebec is a net recipient. Therefore, Quebec subsidizes tuition (as well as daycare)

BUSINESS IN CALGARY | www.businessincalgary.com

using money from the taxpayers of Alberta (as well as any other province that is a net contributor to transfers).

In spite of these transfers, Quebec has $284 billion in outstanding debt, which translates to a debt to GDP ratio of 77 per cent. The CCPA, as well as the student rioters in Quebec, do not seem to care about the economic reality of the tuition debate. The taxpayers of Quebec cannot afford to subsidize tuition any longer, unless they are willing to accept cuts in other areas.

Further, even though the subsidized tuition in Quebec is partially funded by provinces like Alberta, the taxpayers of Alberta have no say in Quebec government policy formation. Imagine the reaction of the recently elected PQ government in Quebec if Alberta asked for a voice in Quebec government policy. I think that it is about time the public debate on tuition costs considered these issues. BiC 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.

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The Alberta Advantage • Lonnie Tate

By Lonnie Tate

The Alberta Advantage

L

ast month, I jumped into the health-care debate saying I thought there were some easy solutions. But recently, I thought, maybe Alberta can’t afford my suggested solutions.

So I put Alberta into my browser and damned if I didn’t find the March 31, 2012 consolidated financial statements of the Government of Alberta … all 56 pages of them. The hard part in finding them was wading through the self-aggrandizing poop complete with pictures of cabinet ministers and their friends.

I am a retired chartered accountant, so I have some knowledge of financial statements. I have not made an indepth study of these statements (and those of other years) to come to conclusions on every minute detail of our province’s financial position. But my one-day, cursory analysis comes to an obvious conclusion: we are incredibly solvent.

One could say we are awash in money … and that is because we are. Let me explain.

While government accounting is not exactly like corporate accounting, there are enough similarities to draw some corporate-like conclusions.

At March 31, 2012, the province had almost $19 billion in net financial assets (about $5,100 for every man, woman and child in the province). In arriving at that net number, about $10.5 billion of pension liabilities are deducted. Inasmuch as the actual payments that will be required to meet those obligations are well into the future, there is nearly $30 billion ($8,100 per citizen) in net monetary assets that could be made available if there was the will to do so.

In addition, there is another $40 billion in non-financial assets (things like bridges, roads, schools and inventories).

They are sunk costs and while they have obvious economic value in providing infrastructure for our society, we cannot sell them. But add their worth to the financial net assets and there is equity in net assets of $59 billion (or about $16,000 per citizen). To put that in perspective, our equity in net assets of the province is about the same as the market capitalization of Imperial Oil or the Royal Bank of Canada.

14 • October 2012

BUSINESS IN CALGARY | www.businessincalgary.com

Other facts: Liabilities of the province are all included in the net financial assets number. So is the Heritage Trust Savings Fund. And in the notes and schedules to the statements, you will find another $40 billion reserved for the payment of future pension benefits.

A few paragraphs back I said we are awash in money … what do you think?

Now let’s try a sensitivity exercise. Let’s say we choose to jump-start the fix of our widely-acknowledged infrastructure shortfalls … expending an additional $1 billion per year for the next 10 years. Take $10 billion out of net financial assets and net assets and on a per capita basis our equity in monetary assets will decline to $2,400 per person; equity in all assets will decline to $13,200 per person. From a finance perspective, do you think any citizen will notice? Of course not! And the answer doesn’t change if you move that to $2 billion a year.

But if that $10 (or $20) billion went into roads, healthcare facilities and schools, pretty much every segment of our community would benefit. Think of it: no more two-lane highways running 10,000 vehicles a day; no more waiting lines for basic health care; and far fewer yellow-death school buses. Your kids and grandkids will be able to walk to school.

So what does all this mean? I think we have been focused on the wrong critical success factor. Fiscal stability is not everything. Yes … those platitudes of saving for the future, paying down our debt and putting funds away for a rainy day are good political fodder. And they have worked. At several points along the way, I voted for people using those lines.

But now, I’m older and wiser. And I am still a fiscal conservative … pay for what you buy. We have paid and now it is time to invest in the future … and not by gathering funds and putting them into the market. Governments are supposed to provide infrastructure where private enterprise can flourish and where citizens can enjoy an appropriate lifestyle that will last into the future. It is time.

I hope someone, somewhere in our political process is listening. BiC

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Off The Top • News

A Modern Facelift for a Flagship Property Calgary’s downtown has expanded over the years as new office towers have sprung up to fill the demand for office space from growing companies.

It’s an indication of how far Calgary’s economy has grown. According to the Conference Board of Canada’s Metropolitan Outlook for spring 2012, Calgary is forecast to lead the country in economic growth between 2013 and 2016, averaging 4.1% each year.

It’s also an indication of the commercial real estate industry’s ability to grow in step to meet the evolving needs of these businesses through new property developments. In fact, CBRE Ltd. expects Calgary to overtake Montreal as Canada’s second-largest downtown office market after Toronto. By the end of 2016, CBRE expects Calgary’s downtown inventory to be around 41.5 million square feet, compared with Montreal at 44.5 million square feet.

While the downtown area continues to be populated with new towers, how do existing office properties keep up with the shiny new towers?

Built over 30 years ago, Bow Valley Square has become a flagship property of the downtown core in Calgary. It is home to four office towers joined by a shopping concourse, and contains office and retail space occupying more than 1.4 million square feet. Calgarians may remember Bow Val-

18 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

Built over 30 years ago, Bow Valley Square has become a flagship property of the downtown core in Calgary. It is home to four office towers joined by a shopping concourse, and contains office and retail space occupying more than 1.4 million square feet. ley Square 2 as once the tallest building in western Canada when it was first built in 1972.

Over the years, Bow Valley Square has also become home to many Calgary-based businesses, particularly in commodities, which have risen to become successful organizations on the local, national and global scene.

Recognizing the need to propel the property into modern times, and to reflect the changing landscape of Calgary’s downtown scene and the growth of its tenants, Bow Valley Square recently underwent a significant facelift: a modernization of nearly 100,000 square feet of space. The result?

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Equally significant are the updated sustainability features that work together to help reduce greenhouse gas emissions and electricity consumption in the buildings to meet the growing demand from Calgarians for environmentally-friendly office properties.

An enhanced experience to improve the look, function and appeal for both occupants and visitors.

Overseen by owner and property manager Oxford Properties, and based on the design of B+H Architects with BKDI Architects, the renovation included a redesign of the ground floor and 15+ network, as well as the lobbies of Bow Valley Square 1, 2 and 3. Some of the new features include 11 new retailers, media in the food courts, and interactive directories, as well as modernized entrances, washrooms and retail finishes.

Equally significant are the updated sustainability features that work together to help reduce greenhouse gas emissions and electricity consumption in the buildings to meet the growing demand from Calgarians for environmentallyfriendly office properties. Bow Valley Square now houses light harvesting sensors, a revitalized park site and water efficient irrigation systems. Occupants and visitors can also take advantage of a walkable green rotunda roof—one of 20 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

the largest in Calgary—as a reprieve from the hustle and bustle of the city. The renovation was completed to meet the LEED (Leadership in Energy and Environmental Design) Gold Commercial Interior standards, an internationally recognized environmental accreditation.

The modernization of Bow Valley Square recently earned the TOBY Office Renovated Building Award as part of the 2012 BOMA (Building Owners and Managers Association) Calgary Excellence Awards.

Yet, despite all the new features, the redevelopment of Bow Valley Square isn’t all smoke and mirrors. It’s a reflection of the growth of the downtown core and the success of many home-grown businesses that originally planted their roots and have since become part of Calgary’s success story. As Calgary’s downtown core continues to evolve, Bow Valley Square will continue to be a modern staple of the area. BiC

crime fighter |krīm fī’tər| n.

1. One who helps people avoid a life of crime, drugs, and violence through skill development, community involvement, and engagement 2. An agent who provides a safe haven and positive role models to at-risk individuals 3. A guide who helps people positively contribute to the community 4. One who teaches valuable skills and exposes others to possibilities to help develop brighter futures 5. The Calgary Public Library

Off The Top • News

Kilpatrick “KP” Anderson

Karo Welcomes Renowned Creative Director Karo Group is proud to welcome Kilpatrick “KP” Anderson, as vice president, creative director.

Anderson is an internationally-recognized creative director having worked at some of the leading agencies in the world. His work on brands like Nike, Fox Sports, Coca-Cola, Ikea, PlayStation, Black and Decker, and Yahoo has resulted in hundreds of awards including Cannes Gold Lions for Nike and Fox Sports.

His global experience spans traditional and digital media.

He has studied and worked in New York, Portland, San Francisco, London, Singapore, Hong Kong and Stockholm.

Anderson looks for and finds creative inspiration everywhere. His work starts at a clients’ very foundation, and is 22 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

based on his belief that cross-disciplinary initiatives are the best way to develop ideas, from strategy to creative output.

“We’re very excited to have a person of KP’s international experience join us,” says Karo president and CEO Chris Bedford. “His skill set fits perfectly with Karo’s philosophy of providing Persuasive Experiences™ that change the way people think, feel and act towards brands. He brings a truly multidisciplinary approach to solving marketing challenges.”

Karo Group is an interdisciplinary creative agency with offices in Calgary and Vancouver. In 2011, it celebrated its 40th year in business. Karo Group provides strategic and creative insights for clients in need of branded environments, design, advertising and interactive technology and builds brands through the process of Persuasive Experiences™. BiC

Alberta’s #1 Century 21 office

CENTURY 21 BAMBER REALTY LTD.

C

Celebrates 25 Years

entury 21 Bamber Realty Ltd. is the No. 1 Century 21 office in Alberta and No. 6 in Canada. Of the 140 agents working out of this office, the majority of them are top producers. “Our agents are the ones who have helped Century 21 Bamber become so successful,” says owner George Bamber.

George Bamber makes it a point to be present in his office on a daily basis. He loves helping his agents and encourages them to be as informed as possible on all transactions, whether it’s dealing with hard-to-price properties or more complex transactions. George has been in the real estate business for over 25 years and not only acts as a mentor to his agents, but also as a friend and colleague. George’s personal approach to business is what makes Century 21 Bamber Realty stand out among its competitors.

Creating a secure and comfortable environment for agents and clients has also been a priority for George and his business.

Just over 10 years ago, George was able to purchase the building he now uses as the Century 21 Bamber Realty office. That important business decision has helped pave the way for other business successes over the years as this building acts as a professional environment for all his agents with multiple private conference rooms and state-of-the-art technology.

George believes that clients deserve an agent who goes the extra mile in making the real estate process seamless and stress free – whether this is providing clients with moving boxes, home-staging services, legal services, mortgage specialists, trusted names for any and all trades or arranging to have their new home cleaned before move-in day. “These are just a few

examples of the lengths our agents will go to make their clients’ lives a bit easier,” says George.

The Century 21 Bamber Realty office is centrally situated and because of the location they list and sell many condominiums and homes in the core, but they also service the entire city and surrounding areas.

Many Calgarians are now looking to buy second homes and internationally they have the connections to get people set up with a reputable and trustworthy agent in almost any city in the world.

George Bamber When you buy or sell your next home, take advantage of the impeccable, professional service you will receive from a Century 21 Bamber Realty Realtor.

They are looking forward to serving your real estate needs for many years to come.

George believes that clients deserve an agent who goes the extra mile in making the real estate process seamless and stress free – whether this is providing clients with moving boxes, home-staging services, legal services, mortgage specialists, trusted names for any and all trades or arranging to have their new home cleaned before move-in day.

1612 17 Avenue SW, Calgary, AB • 403-245-0773 www.century21bamber.com

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Off The Top • News

Distinguished Albertans to be Recognized by the Calgary Business Hall of Fame The Calgary Business Hall of Fame (CBHF) recognizes the lifetime achievements of southern Alberta’s most distinguished citizens. These outstanding individuals have helped shape the province through their business success, entrepreneurial spirit and philanthropic contributions serving as role models for society.

Nominated by their peers, inductees are chosen by an independent selection committee managed by Korn/Ferry International. The 2012 Calgary Business Hall of Fame laureate selection committee members include James Carl (JC) Anderson, David A. Bissett, Patrick Daniel, Jim Davidson, Arlene Dickinson, N. Murray Edwards, Brian Felesky, John Forzani, Frank W. King, Alvin Libin, James S. Palmer, Clayton Riddell, Guy Turcotte, and Mac Van Wielingen.

On behalf of the CBHF selection committee and the CBHF board of governors, the 2012 inductees are: Stan Grad, Eric Harvie (posthumously), Hal Kvisle, and David O’Brien. They will be formally welcomed into the Calgary Business Hall of Fame at the 9th Annual Gala Dinner and Induction Ceremony on Monday, October 22, 2012 at the Hyatt Regency Calgary.

The Calgary Business Hall of Fame relies on sponsorship

From left to right: Stan Grad, Hal Kvisle, Eric Harvie (posthumous), David O’Brien

from many of the local businesses throughout Calgary and southern Alberta. By investing in Junior Achievement and the Calgary Business Hall of Fame, the corporate community will ensure its workforce has the necessary skills to maintain its competitive advantage.

Now, more than ever, it is critically important to continue to develop opportunities for youth while celebrating the life accomplishments of southern Alberta’s most distinguished citizens and mentors. It is through the generous and committed support of Junior Achievement’s many corporate partners and dedicated volunteers that they have the human and financial resources required to reach over 22,000 students living and learning throughout southern Alberta every year.

For more information regarding sponsorship and table/ ticket purchase, visit the Calgary Business Hall of Fame website at http://www.calgarybusinesshalloffame.org/ or call Junior Achievement of Southern Alberta at 403.781.2587. BiC www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 25

Off The Top • News

Chatterson Drive Gets Passionate About Video Production Chatterson Drive is excited to announce the expansion of their strategic marketing solutions into a whole new suite of services. With the introduction of Chatterson Motion, the firm’s new strategic video production department, Chatterson Drive is poised to become a major player in Calgary’s media production industry.

Chatterson Motion combines state-of-the-art video production equipment with some of the best film and video expertise in Calgary. A team of producers, cinematographers and editors all work in-house to deliver cinema-quality video to clients.

What truly sets Chatterson Motion apart from other video production companies in Calgary is their approach to media production. Chatterson Motion draws on top strategic minds to ensure videos are planned, produced and distributed for the highest market impact possible. After distribution, Chatterson Motion’s team works diligently to analyze and measure each video’s performance to ensure its continued reach and success.

Chatterson Motion also offers web-based video integration and years of expertise producing and distributing videos online, both through websites and social media channels.

With the strategic real estate marketing expertise of Chatterson Drive as its foundation, Chatterson Motion employs years of experience in strategizing and producing videos for the building and development industry. Among the menu of items available are company profiles; community features; product, service and process features; training videos; commercial spots; and Chatterson Motion’s first product offering, Eyetour.

Eyetour is the evolution of the virtual tour. Leveraging the unique blend of Chatterson Motion’s offering, Eyetour promises to be an enormous asset to builders, home sellers and realtors alike. Virtual video tours feature homes in a way no other medium can, with top-of-the-line cinematography and a powerful online portal. Eyetour has been designed to provide picture-perfect home tours, even when a salesperson is not available.

Video is quickly becoming one of the most effective and valuable tools in the sales and marketing toolkit. Stay on the cutting edge and get in motion by visiting ChattersonMotion.ca. BiC

Natural Gas Prices Result in a Decrease in Drilling Activity Forecast The PSAC 2012 Canadian Drilling Activity Forecast third-quarter update, released by the Petroleum Services Association of Canada (PSAC), forecasts a decrease in Cana26 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

dian drilling activity levels. In April, PSAC revised the 2012 forecast to a total of 13,150 wells drilled (rig released) across Canada, representing a three per cent increase in total wells drilled compared to 2011.

PSAC is now forecasting a decrease to 12,500 wells for 2012, down 650 wells from PSAC President Mark Salkeld. Photo courtesy April. This amounts to of the Petroleum Services Association of Canada. a decrease of three per cent over 2011 in total wells drilled (rig released) across Canada.

PSAC is basing its updated 2012 Forecast on average natural gas prices of CDN$2.50/mcf (AECO) and crude oil prices of US$90/barrel (WTI).

“Commodity prices on the natural gas side of things have had a big impact on activity levels so far this year,” says Mark Salkeld, president of PSAC. “As well, activity has been impacted by key shifts in the global economy including the European debt crisis and the decline in demand coming from Asia.”

“We are cautiously optimistic about activity levels staying at or around the 2011 well count, with activity more weighted towards liquids-rich gas and oil,” adds Salkeld. “PSAC member companies continue to be busy and the demand for their services in Western Canada seems to have steadied following a late breakup and some persistent wet weather.”

“Our forecast update includes positive numbers with regards to efficiency in the patch,” says Salkeld. “The average meterage per well is up over 2000 metres, but we are forecasting that the average operating days per well will decrease by seven per cent this year.”

On a provincial basis for 2012, PSAC now forecasts the greatest increase in well count to take place in Manitoba with 663 wells, an increase of 14 per cent over 2011 numbers. For 2012, PSAC is forecasting that Alberta will see a decline in the number of wells drilled by four per cent to 7795 wells and British Columbia will see a decrease in the number of wells drilled by 22 per cent to 485 wells. Saskatchewan’s well count for 2012 will be relatively unchanged from the previous year.

The Petroleum Services Association of Canada is the national trade association representing the service, supply and manufacturing sectors within the upstream petroleum industry. PSAC represents a diverse range of nearly 260 member companies, employing more than 65,000 people and contracting almost exclusively to oil and gas exploration and production companies. PSAC member companies represent over 80 per cent of the business volume generated in the petroleum services industry. BiC

“Wine is the most civilized thing in the world” W

hen you couple Hemingway’s philosophy with a custom, state-of-the-art, walk-in wine cellar, you’re sure to catch the attention of an aficionado – and then some. It starts with your wine collection. Add an intricately-designed cellar that’s custom built for your home and specifically designed to age every bottle in a perfect microclimate.

KoolSpace Wine Cellars has found that perfect pairing.

Imagine a racking system to maximum your space, so it’s designed to hold every size and shape of bottle. It has the precise amount of airflow with optimal humidity and temperature control. And it’s all concealed behind an impressive double-glazed floor-to-ceiling glass wall.

Now, imagine walking inside. You peruse the collection and after careful consideration, you select a vintage year – all in your home.

Established in 1999, Arnel Marchand started KoolSpace Wine Cellars because, quite simply, people love their wine.

Since 2000, the business has grown exponentially. Although he may not be a sommelier, he is passionate about wine and aging it – perfectly.

Trendy and stylish, it’s not uncommon to find wine cellars in many homes – much like the trend in home theatres, gyms and the luxury items that are standard today. But there’s a science behind the design and construction of a proper wine cellar.

“Countless homes are furnished with lavish wine cellars, which aren’t built properly. The door enclosure’s are constructed with glass causing a sleek look, but does not seal the cellar which is significantly important,” explains Marchand, director.

“A single pain of glass provides zero R-Value, it’s not energy efficient and the pivot door doesn’t seal. You need experience to build a proper wine cellar and you need a consistent climate: everything should be within a degree throughout the room,” he

– Ernest Hemingway

adds. “Airflow, consistently high humidity, proper light spectrums and protection from vibration are other important factors that must be considered.”

Marchand likens a wine cellar design and construction to that of a home theatre. “You wouldn’t hire an electrician to build and install your home theatre – they don’t understand the nuances of sound, so why would you ask a mill work company to design and build a wine cellar? They do not understand the principles of wine storage.”

From free-standing cellars to custom and modular racking systems with climate control management, maps and accessories, KoolSpace works with you to create the best possible environment for your investment.

“We have a great selection of modular racking systems that are designed to fit any budget,” says Marchand. “A typical wine rack is available in a standard size and often they aren’t large enough to fit any size of bottle, so if you have a collection that is heavy on Bordeaux then we can tighten up the rack size to maximize the space and give you more room to grow your collection.”

If you prefer the look of wood, Koolspace wine cellars uses wine friendly finishes, which have little or no VOC. “Wine is really sensitive to chemicals like ammonia that permeate the glass,” adds Marchand.

“The investment in the wine far exceeds the investment in the cellar. You have to think about the wine. Otherwise, what’s the purpose of having a collection?” he adds.

Call, click or visit KoolSpace Wine Cellars: 3447 12th Street NE • Calgary, AB www.koolspace.ca 403.283.7575

Off The Top • News

Help Feed Calgary’s Seniors and Veterans The Canadian Legacy Project is thrilled to announce the start of the Sixth-Annual Veterans and Seniors Food Drive. Companies, schools, social groups, families and individuals are encouraged to secure food and cash donations to support the area’s deserving veterans and seniors. From November 1-15, donations can be dropped off at Crown Surplus in Inglewood, located at 1005 – 11th Street SE. “This event will go a long way to make sure our veterans and seniors do not go hungry this winter,” states Lorne Bylsma, director at the Veterans Food Bank at the Calgary Poppy Fund. “We need to refill our warehouses with food to sustain the growing number of veterans and seniors who need this assistance. Last year we saw so many companies and schools collect huge amounts of food and cash donations and this year we hope to surpass those totals.”

Crown Surplus is furthering their commitment towards the event by donating 15 per cent of all store sales during this time period towards the Veterans Food Bank. “This is a chance for our company and staff to give back to those people who built Canada. We encourage Calgarians to come to our store (Crown Surplus) and drop off non-perishable food donations or cash donations to support our veterans and seniors,” says John Cumming, general manager, Crown Surplus.

In addition, the Canadian Legacy Project has a new partner with Calgary Co-op Association to purchase food gift cards for veterans and seniors with all the cash donations raised through the event. “Calgary Co-op is thrilled to support the Sixth Annual Veterans and Seniors Food Drive. We are committed to supporting this program through our bag recycling program and donating an additional 10 per cent for all food cards the Canadian Legacy Project purchases at Calgary Co-op,” states Cindy Drummond, manager communications, Calgary Co-op Association. Cash donations are used to buy Co-op grocery store gift cards that veterans and seniors can use to buy groceries and pharmaceuticals.

Last year Calgarians raised over $40,000 in cash donations and filled two warehouses full of food for the Calgary Veterans Food Bank, which is run by the Calgary Poppy Fund.

“All cash and food donations raised through this event go directly to support our veterans and seniors,” states David Howard, president of the Canadian Legacy Project. “I think people will be surprised to learn that our veterans range in age from 25 to 90. Unfortunately we are seeing a lot of our soldiers coming home from Afghanistan only to be unemployed and need the support of the Veterans Food Bank. It saddens me to know that these heroes, who put their lives on the line for the freedoms we all enjoy, are going hungry.”

28 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

The 6th Annual Veterans and Seniors Food Drive The Canadian Legacy Project and Crown Surplus are proud to present the 6th Annual Veterans & Seniors Food Drive Calgarians are being encouraged to support our Veterans and Seniors by bringing non-perishable food items & cash donations

Nov. 1 to Nov. 15 Drop off at Crown Surplus in Inglewood 1005 - 11th Street SE Financial donations can be made out to The Canadian Legacy Project and mailed to: #210, 1235 – 17th Ave SW Calgary, Alberta. T2T 0C2 or online at www.canadianlegacy.org This event is sponsored by:

Over the years the quality of life for seniors and military veterans has been on a serious decline and the Canadian Legacy Project was created to help improve this situation.

“The Annual Veterans and Seniors Food Drive is an opportunity for Calgarians to show their support for those who gave us our freedoms and way of life. There are no excuses for the people who made Canada such a great place to go hungry,” says Howard.

Individuals and corporations can secure food donations and drop these off at Crown Surplus or they can make a cash donation that is used for the food gift card purchase program. Donations should be made to: The Canadian Legacy Project (mailed to #210, 1235 – 17th Avenue SW, Calgary, Alberta, T2T 0C2) or donations can be made online www. canadianlegacy.org. Tax receipts will be issued for all donations over $20.

Further information, visit the Canadian Legacy Project website at www.canadianlegacy.org. BiC

Care Factor – The Data Centre Company is pleased to announce the company has undergone a rebranding exercise, and has been renamed Pivot Data Centres.

The name change signals an important stage in our company’s evolution. As the fastest-growing provider of co-location data centre solutions in Western Canada, we are excited to offer state-of-the-art facilities in both Calgary and Edmonton.

Pivot Data Centres will continue to build on the foundation of excellence that Care Factor has built. We are committed to delivering client-focused, adaptable and sustainable data centre solutions for our clients.

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Off The Top • News

Sales at Cranbrook Golf Course Community Accelerate as Receiver Resets Prices and Restores Consumer Confidence Over 23 homes sold at development located at Wildstone, Canada’s first Gary Player-designed golf course In 2010, locals were nicknaming Wildstone “Tombstone,” saying that the B.C. Rockies golf course would never get built and that the Boulder Creek neighbourhood would never become a reality. Two years later, Wildstone Golf Course is thriving, and 23 of the 43 Boulder Creek homes have been sold and are now occupied.

Harold Shand, sales director for Boulder Creek Villas, says, “Several factors are contributing to our success. To begin with, these homes are ready to move into right now. In fact, many of our purchasers are Cranbrook locals who have made Boulder Creek their primary residence.”

“In addition, (with) the B.C. government’s repeal of the HST, the tax situation is now more favourable for purchasers than last year.” Shand adds that his team has observed that this latter fact is not yet widely understood by most visitors to the sales centre from Alberta.

30 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

Off The Top • News

With respect to the stellar sales pace not seen since before the recession of 2008, Shand states, “Finally, the word got out about the fantastic savings and value that these purchases represent.” He also cites that purchasers are happy noting the word-of-mouth referrals that have resulted in sales. These spacious town homes are priced 40 per cent lower than when they were first marketed in 2008, which means savings of between $210,000 and $290,000.”

August has been particularly robust and the company is hoping to sell the remainder of these homes in the coming months. According to the sales team, this is the best deal on golf a course property anywhere in British Columbia.

Boulder Creek at Wildstone is located within Cranbrook city limits, yet is far enough from the downtown and Highway 3 to offer truly exclusive luxury and resort-like ambience. Cranbrook (population: 20,000) is a four-season recreational paradise and major service centre for the B.C. Rockies tourism region. Notable services include the East Kootenay Regional Hospital, Canadian Rockies International Airport, the College of the Rockies and a wide assortment of both big-box and independent retailers.

To find out more, visit: www.whybouldercreek.com. BiC

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www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 31

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Momentum and Excitement Grows as National Music Centre Approaches Groundbreaking in Early 2013 Since the National Music Centre vision first captured Calgary’s attention when it won the bid to redevelop the fabled King Eddy site in 2008, the project has built to a crescendo of activity in 2012.

The Opening Act The vision for the National Music Centre (NMC) began with the serendipitous convergence of three events: Cantos Music Foundation began a search for a new home for its world-renowned collection; while building an exhibition about music in Alberta, the organization discovered Canada’s amazing music stories weren’t being told anywhere in any cohesive way; and the opportunity to redevelop the King Eddy Hotel site came up for grabs.

“In many ways, the National Music Centre vision arose from a set of circumstances,” says NMC president and CEO Andrew Mosker. “It was the perfect storm of necessity and opportunity. We needed a new home, the East Village needed exciting new residents and the nation needed a place that would honour our legacy while supporting the next generation of Canadian musical icons.”

Answering a 2008 request for proposals (RFP) released 32 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

by the Calgary Municipal Land Corporation (CMLC) for ideas on redeveloping the storied and beloved King Eddy Hotel, Cantos pitched the National Music Centre vision against a number of other proposals.

The CMLC responded enthusiastically and awarded the redevelopment rights to NMC. With the thumbs-up to go ahead with the project, the NMC president and CEO Andrew Mosker organization set out to leap its next major hurdles: designing the building and finding the money to build it.

The Headliners “The National Music Centre will be unique in the country and one of very few destinations like it in the world,” says Mosker. “We felt the building, and the city itself, deserved something architecturally iconic, so we set out to attract the world’s best designers.”

Mosker and his team of advisers released an international RFP in March 2009 receiving responses from designers all over the world looking for an opportunity to be a part of something truly unique. Narrowing the field to five world-

Off The Top • News

renowned designers, NMC booked the Grand Theatre and invited all five to make public presentations of their visions at an event called Designs on Calgary.

“Community engagement has always been very important to us,” says Mosker. “This will be a place for all Calgarians – all Canadians, in fact – and it’s important that everyone has an opportunity to provide input, feedback and ideas.”

And Calgarians welcomed the opportunity. With a full house and a lineup outside, architectural buffs packed the Grand on July 25, 2009 to see the five very different, very innovative proposals.

“We were absolutely overwhelmed with the response from Calgarians,” says Mosker. “Both at the event and afterwards through online forums it was so inspiring to hear the discourse about what kind of city we want for ourselves and how good design can contribute.”

NMC settled on up-and-coming

“starchitect” Brad Cloepfil of Allied Works Architecture out of Portland, Ore. and New York, N.Y. with GEC Architecture as the local partner and architect of record.

“Not only is Brad an excellent designer, but he was also an excellent fit philosophically,” says Mosker. “We really felt he understood the vision and would capture the essence of what we’re trying to accomplish.”

With an architect on board and design work beginning, NMC set about selling the vision to government partners.

“We knew some public funding would be necessary to bring the National Music Centre to life,” says Mosker. “So we worked with the municipal, provincial and federal governments to show them that NMC is a wise investment in Calgary and in Canadian culture.”

In 2010, all three levels of government agreed. With the city coming on board first with a $25-million commitment in January 2010 and the province and feds joining the ranks in October 2010 with $25 million each, the National Music Centre vision took a major step towards reality.

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Encore Supported by a board of directors and capital campaign cabinet full of Calgary business icons like PDL’s Desiree Bombenon and retired Nexen president and CEO Charlie Fischer, the National Music Centre has been designing, fundraising and building relationships with like-minded organizations across the country over the past two years.

In 2011, NMC signed a memorandum of understanding with the Canadian Academy of Recording Arts and Sciences/the Juno Awards to build the Canadian Music Hall of Fame collection as part of the National Music Centre, joining the Canadian Country Music Hall of Fame collection already under its stewardship.

With major gifts by business leaders Larry Shelley of Coril Holdings and Bombenon with her husband, Marc, NMC reached the $93-million mark

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www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 33

Off The Top • News

in the $132.5-million campaign this past spring, prompting the city to approve the release of the remaining $22.5 million of its $25-million commitment. The release allows NMC to move towards a groundbreaking for Phase 1 in early 2013 pending the approval of the development permit currently in with the Calgary Planning Commission. In late 2011, the Norlien Foundation donated its capital asset and NMC’s current home, the Customs Building, to the cause – a $17-million gift that will provide the organization with about $1 million in revenue annually adding to the long-term sustainability of the project.

“We still have a way to go, but what we’ve already accomplished in such a short period of time is a testament to both the universal appeal of the NMC vision and the generosity of the Calgary community,” says Mosker. “Keep your eyes and ears open in the coming months for more announcements and

find ways to get involved – NMC will be a source of pride for this city and this country and we want Calgary’s business community to join us on the journey.”

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BUSINESS IN CALGARY | www.businessincalgary.com

Timeline 1992: NMC’s predecessor organization, Triumphant Music Foundation, was founded to produce the Calgary International Organ Festival.

1995: Chinook Keyboard Centre was founded to build a collection that supported the festival.

1998: Chinook Keyboard Centre and Truimphant Music Foundation merge to become Cantos Music Foundation – an organization with a vision to be a national catalyst for discovery, innovation and renewal through music.

1998-2005: Cantos builds one of the world’s largest collections of living keyboard instruments and recording equipment to support school programs, performances and partnership presentations with other Calgary arts organizations.

2004: The infamous home of the blues, the King Eddy closes its doors due to environmental hazards.

2005: Cantos creates the Boom! 100 Years of Music in Alberta exhibit and discovers there is no one telling Canada’s national music story in a comprehensive way.

2005: With space and environmental considerations, Cantos sets out to find a new home.

2006: Executive director Andrew Mosker appointed president and CEO. His vision to create a place that tells Canada’s music stories begins to gather momentum.

2008: Cantos Music Centre responds

Off The Top • News

to an RFP for the redevelopment of the King Eddy. Its vision to build the National Music Centre in a revitalized East Village captivates the Calgary Municipal Land Corporation who awards the development rights to Cantos.

2009: Cantos acquires the Canadian Country Music Hall of Fame collection.

2010: The City of Calgary, the Province of Alberta and the Government of Canada each commit $25 million towards the project, allowing Cantos to begin the design process for the National Music Centre.

2010: The organization holds an international design competition, which elicits 66 proposals from world-renowned firms across the globe. The competition culminates with a sold-out presentation of the five finalists. Allied Works Architecture is chosen as the designer and GEC is awarded the role of project architect.

2011: Cantos signs a memorandum of understanding with the Canadian Academy of Recording Arts and Sciences/the Juno Awards to build the Canadian Music Hall of Fame as part of the National Music Centre.

Organization has a record fundraising year winning $14 million in donations, gifts and pledges.

Cantos launches the new 160,000-sq.ft., $132.5-million NMC design to great acclaim and submits the application for a development permit to the City of Calgary.

National Music Centre project is named the beneficiary of Canada’s Walk of Fame Charity Gala in Toronto.

The project receives a $17-million gift of the Customs House Building in the city’s beltline as a sustainability gift generating about $1 million in revenues per year.

2012: Cantos changes its name to the National Music Centre.

NMC engages Haley Sharpe to begin the exhibition design process.

NMC launches the National Jazz Summit and the Astral Radio Artistsin-Residence program – its first official programs that are national in scope.

NMC hits $93 million in funds raised prompting the city to release the remaining $22.5 million of its $25-million commitment.

Exhibition/Visitor Experience Design: Expected completion 2013 City Planning Status: The project awaits it final development permit from the Calgary Planning Commission in order to break ground on Phase I.

The National Music Centre at a Glance Location: The gateway to East Village straddling 4th Street SE at 9th Avenue Size: 160,000 sq. ft.

Total Budget: $132.5 million Funds Raised: $93 million Funds Remaining to be Raised to Complete the Building: $39.5 million Expected Groundbreaking: Early 2013

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It started with a vision...

It started with Prairies

Then and now

JED WOOD High Arctic Energy Services

JED WOOD

I

t began with an entrepreneur, two employees and a single rig.

After graduating from high school in the late 1970s, Jed Wood started working on the oil rigs to help pay for his first entrepreneurial venture – a real estate development and rental firm. He spent the next decade working his way up through the oilfield services industry while maintaining his real estate company. He ended up landing at Suncor in the 1980s, where he oversaw the first horizontal well ever drilled in Alberta and witnessed the opportunity for growth in the underbalanced/horizontal well drilling niche.

By 1993, Wood formally launched High Arctic Energy Services (HAES), which provides underbalanced/horizontal drilling technology, well control and snubbing services. Through the ’90s, Wood and his growing management team achieved growth through the development of new equipment and the acquisition of several smaller related companies. He wanted to “build a better mousetrap,” as he says, placing a strong emphasis on creating a family culture where employees came first. His personal mantra to “treat others as you expected to be treated – with respect,” has served him well. He implemented a “180-day contract” concept, whereby staff members were provided with a contract outlining specific tasks to be completed during the 180-day period and if all criteria were met during the

a vision...

Who will soar?

reputation in Alberta. In 2011, that country produced twice its Canadian revenues working for major operators in the country. That same year, Wood – who had amassed more than four decades of experience in the oil and gas industry by then – acquired additional shares of the public corporation.

Today, HAES has firmly established itself as one of the leading Canadian energy service providers in the world.

Throughout his involvement with the company, Wood demonstrated honesty, integrity and respect at every turn, through all the ups and downs that come with building and running any company. He saw its stock go from trading at a low of around $0.25 per share in 2009 to its current price of about $1.70 per share in July, although it peaked at more than $14 per share.

Wood, meanwhile, has stepped back from the company and the industry, but continues to be involved through his extensive contacts with his other business dealings through his private investment company, J.M. Wood Investments Ltd. He still shines as an example of what entrepreneurial drive, combined with strong core values, can achieve if you have a clear vision and a commitment to overcoming any obstacle. His success inspires a new generation of budding entrepreneurs.

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critical October-April season, employees were handed a generous bonus as a percentage of their salaries.

Based in Red Deer, HAES rapidly evolved and by 1998 had expanded its international operations through the development of its proprietary “Stand Alone Snubbing System,” deployed in Argentina, and then opened its first international office in Dubai by 2001.

Under Wood’s leadership, HAES successfully completed an initial public offering as an unincorporated investment trust when 8.4 million trust units were issued at a price of $10 per unit for gross proceeds of $84 million. It came just prior to Wood being named a finalist in the 2006 Ernst & Young Entrepreneur of the Year award (Energy Services) in recognition of his incredible entrepreneurial might.

In 2008, when deep losses and high debt levels forced the company to restructure, Wood resigned and was eventually replaced by Bruce Thiessen, the current CEO of HAES. The firm sold off equipment and pulled out of international markets where it had built up a strong presence, specifically in the Middle East, Tunisia and India, while converting debt into shares, as it cut expenses.

Its prospects in Papua New Guinea, however, represent an entirely new direction for the firm that built its

See who’s taking business in the Prairies to new heights at the 19th annual regional awards gala, 11 October 2012, where we’ll reveal the winners of the world’s most coveted business awards. Learn more at ey.com/ca/EOY.

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Boomers at Home in Calgary • Demographics

Boomers at home in Calgary

By John Hardy

T

he world’s biggest, most affluent, influential, spoiled and self-indulgent generation – the 88 million North American baby boomers born between 1946 and 1965 – just won’t let go.

It’s what Alison Redford, Bill Gates, Jann Arden, David Letterman, Madonna, Burton Cummings, Oprah, Stephen Harper, Stampeders head coach John Hufnagel, George Clooney, Prince Charles, Wayne Gretzky, Peter Mansbridge and Howard Stern have in common. They are all boomers!

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Canada’s boomers now account for close to one-third of the country’s 32 million people. Each day, about 1,000 Canadians turn 60 and according to calculations, the gracefully-aging trend will continue through to 2031, when all boomers will be over 65.

That’s a lot of people who can hum the words to “come and listen to my story ’bout a man named Jed” and “a threehour tour.” Statistics Canada says Canadian life expectancy has shot up by about 10 years just during the boomers’ life-

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38 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

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Boomers • Demographics

Canada’s boomers

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now account for close to one-third of the country’s 32 million people. Each day, about 1,000 Canadians turn 60 and according

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to calculations, the gracefully-aging trend will continue through to 2031, when all

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boomers will be over 65. time to a current average of 77 for men and 82 for women. Reasonably good health stretches those averages even further. Canada’s population aging is a mix of longer lives and a growing number of people in their senior years.

The Statistics Canada numbers predict that retirement-aged Canadians choosing to stay in the workforce will continue to grow. In less than 10 years, one in five people in the workforce will be tax-paying, furniture, cars, house and gadget-buying, 55- to 64-year-old consumers. In just four years, Canada will face what demographers have dubbed “the cross-over”: the day when there are more seniors than children.

The tsunami of gracefully aging boomers will not only swell the numbers but strengthen their impact and influence on everything from groceries to travel and housing.

In Calgary and throughout North America, boomers are plugged-in consumers with a lot of clout. They continue to be vital and flex their buying power well into their clichéd senior years, shattering stereotypes and impacting many aspects of Calgary life and business. There are more

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www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 39

Boomers at Home in Calgary • Demographics

than 9.8 million Canadian reasons and 251,000 Calgary reasons why boomers matter. Their likes, dislikes and lifestyle choices – from deciding when and if they retire, planning and booking travel, tweaking and shuffling nestegg portfolios, opting for hip and knee replacements, buying golf memberships, getting empty-nest renos done or finally deciding enough is enough and listing, selling and downsizing to a no-shovelling condo.

As generational ammo, it was good and not-so-good but interesting Calgary news this May when the latest Statistics Canada and census figures were published. The median age in Canada is now 40.6, the oldest ever, up from 39.5 five years ago, and from 33.5 two decades ago. The numbers showed that, by population, Alberta is now officially Canada’s youngest province and Calgary – with a median age of 35.7 – is one of the country’s youngest cities. The good news was potently hyped in a dynamic 18-page Move to Calgary marketing supplement (created by Calgary Economic

Development and the Calgary Herald and delivered to hundreds of thousands of southern Ontario homes and offices with the Windsor Star, the Hamilton Spectator, the Waterloo Region Record and in the Toronto edition of the National Post) targeting 30 and 40-something job-searchers to search Calgary.

The not-so-good news and an

40 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

unfortunate vindication of Calgary boomers? The CIBC Household Credit Analysis report, also announced in May, tracked that unlike boomers, Alberta’s “younger” demo is proving to be a bad risk. They are less established, less stable and, according to the report, the cause of Alberta having the highest mortgage arrears rate in Canada. The report shows the national

Boomers at Home in Calgary • Demographics

“Boomers do have a unique and positive impact on Calgary’s housing market, and it may not necessarily be just the stereotyped selling the oversized and mostly empty-nest family home where their kids grew up. ~ Ann-Marie Lurie, chief economist of the Calgary Real Estate Board.

mortgage arrears rate average is 0.4 per cent. In Alberta, it’s 0.7 per cent.

“Boomers do have a unique and positive impact on Calgary’s housing market,” according to Ann-Marie Lurie, chief economist of the Calgary Real Estate Board. “And it may not necessarily be just the stereotyped selling the oversized and mostly empty-nest family home where their kids grew up.

“Today’s boomers are healthier, they have more active lifestyles and are generally wealthier. Maybe they will retire or maybe they will delay retirement. Maybe they will

move or maybe they will stay put, usually mortgage-free in established neighbourhoods like Elboya, Bel-Aire, Lakeview Village and Garrison Woods and not pack up and downsize until they are into their 70s,” Lurie says.

Other demographic number crunchers like Richard Cho, the Canada Mortgage and Housing Corporation’s senior market analyst for Calgary, cites CMHC’s recent Canadian Housing Observer survey also as a positive Calgary housing indicator. “The rate of homeownership will stay strong and the future for Calgary boomers opting for condos is on www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 41

Boomers at Home in Calgary • Demographics

The “downsizing-boomer” is already a faulty, dated and misleading cliché.

Many Calgary boomers have no desire or intention to move.

Chairman’s Club

42 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

the increase. But aging baby boomers may not just generate demand for highrise and low-rise condos. They are already causing growth in home renos, adaptations and support services, making it possible for boomers to continue living comfortably in their established homes,” says Cho. The “downsizing-boomer” is already a faulty, dated and misleading cliché. It may still be subtle in the advertising but most Calgary builders now avoid references to the previously popular “retirement living” marketing-hook because, for today’s boomers, it is inaccurate, negative and sometimes offensive stereotyping. Many Calgary boomers have no desire or intention to move. They are comfortable in their mortgagefree home and neighbourhood, even if the house is much too big, too many empty rooms, too many stairs, too many bathrooms to clean, too much driveway to shovel and too much lawn to mow. Calgary’s stay-put boomers are already triggering a boom in renos and additions: from decadent ensuites, state-of-the-art appliances, hardwood floors, huge flat-screen HD TVs, Wi-Fi and other tech gadgets to hot tubs, granite countertops, home theatres, cosy sunrooms, main floor master bedrooms and sprawling decks.

When and if boomers downsize, the only challenge may be what to pack up, what to Kijiji or garage sale and what to give away (assuming the kids really don’t want it). All those Beatles, Barry White and Motown albums, high school yearbooks from ’63, ’67 and ’71, Pet Rocks, The Godfather and Saturday Night Fever VHS tapes and the stacked boxes and boxes of other boomerisms. BiC

Work looks, Calgary style • Style

Work looks Calgary style John Hardy

O

f all the Calgary workplace rights and wrongs, of all the ambiguous and politically-correct workplace rules and regulations, one notorious quirk keeps festering as a contemporary workplace issue – dress codes.

In hallways, lunch rooms, at the elevator, in meeting rooms and the sea of workstation cubicles from Suncor, Agrium and WestJet to PCL, TransCanada PipeLines, Collins Barrow, Pembina and even the Calgary Police.

It’s no longer what the boss thinks about how you’re dressed, even if the boss ever dares to say something.

It’s what the three-ring binder or the hard drive folder says. So many vague and generalized dress code rules and such little interpretation time! It’s all part of the mix and the touchy value judgments when it comes to Calgary work looks. What to wear? And more importantly, what not to wear?

Dressing-for-success or business casual? Spaghetti straps? Jacket and open shirt or just nice slacks and open shirt? A token tie? Subtle tattoos?

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Work looks, Calgary style • Style

If the company has official, written-out dress code rules at all, following them isn’t easy, especially for relatively new staff who haven’t determined whose opinions (and stares) do and do not matter.

Dangling earrings? Delicate piercings? Bright-coloured streaks? Clean shaven, beard, moustache, soul patch or a hunky-scruffy Johnny Depp look? From Calgary to New York, Red Deer and even trend-fickle Toronto, casual Fridays are ferociously popular, universal exemptions to most dress code rules. So that leaves Mondays through Thursdays for personal hunches and best-guess assumptions about what’s OK and what may get eyes rolling.

If the company has official, written-out dress code rules at all, following them isn’t easy, especially for relatively new staff who haven’t determined whose opinions (and stares) do and do not matter. It’s also tricky and sometimes hopeless for the most with-it employers to set practical and realistic dress code rules that will be taken seriously, because society is loosening up so much and the definitions of “acceptable” are changing at such warp speeds.

Suncor Energy is a typical, big Calgary employer. “Like other aspects of working in the company, it’s up to the 44 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

employee to review procedures and rules,” says spokesperson Nicole Fisher. “Suncor has defined dress codes and the list includes specifics like open-collared shirts, businesscasual slacks, Dockers and other cotton or synthetic slacks, wool pants, dressier capris, sweaters and golf-type shirts.”

In most big (and not-so-big) companies that do have dress code rules, extremely casual-wear like jeans, sweatpants, flip-flops, bib overalls, leggings, spandex or other form-fitting pants and T-shirts with slogans are not acceptable. Partially because, according to Murphy’s Law of work looks, exactly the day an otherwise loyal, dress code-abiding staffer loosens up a bit and wears something casual and comfy just happens to be the day the big out-of-town client or head office type chooses to drop in, unexpectedly.

“There’s no mystery about any company’s dress codes.

How you look and what you wear to work is a reflection of your respect for fellow employees, for your employer and for yourself,” Fisher says. “Working adults should be expected

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Work looks, Calgary style • Style

If you dig deep enough, there are probably precedents for most dress code challenges and rulings but Calgary employers are usually on the side of reasonable and appropriate.

to choose work clothing carefully, using good judgment, discretion and good-ole common sense.”

Of course most employers want staff to be comfortable but projecting a professional image is also a priority. Degrees of dress-up or dress-down are usually based on how much or how little interaction and mingling the staff have with customers, visitors and outsiders. Dress code restrictions versus the freedom of personal choice for employees versus the right of employers to define dress code standards have been formally documented, challenged, argued and even negotiated between defiant employees and HR and sometimes dress codes are formally grieved and mediated between unions, employers and their arbitrators. Dress code disputes have ranged from the logical and reasonable to the quirky and wacko. From an employee plaintiff versus an employer defendant sparring over what is a thong shoe versus what

• • • •

• •

46 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

is a beachwear thong shoe; gender discrimination claims about double-standard dress codes that force male employees to cut their long hair but allows female employees any length; a judge’s ruling that “once you walk into a private employer’s workplace, your rights are limited”; why black jeans are allowed and blue jeans are banned; and even a formal mediator’s documented dress code ruling that “there is no absolute right for an employer to create an employee in his own image.”

If you dig deep enough, there are probably precedents for most dress code challenges and rulings but Calgary employers are usually on the side of reasonable and appropriate.

Some things are constant. An individual’s appearance can be a notoriously deceiving value judgment, especially if specific company policy does not refer to specifics.

Mirrors do lie. The emperor doesn’t have any new clothes.

Work looks, Calgary style • Style

Books are judged by their cover. Looks do matter. And what’s OK and not OK to wear to work is not always so obvious. On the forever touchy topic of hair, the dress code jury is most definitely still out! The length, style and colour of women’s hair is a hopelessly delicate matter with no ultimate authority or bottom line. Harmless double standard or not, for men the acceptable ranges anywhere from shaved to normal.

Facial hair is a few strands trickier. Moustache? Goatee?

A small soul patch? Full beard or clean shaven? For whatever reasons, “hair” is rarely defined in Calgary workplace dress codes. With just one recent Canadian exception, facial hair is a non-issue with high-profile leaders – in government or up and down Calgary’s corporate-executive rows.

New federal NDP leader Thomas Mulcair has beardly gone where few Canadian politicians have gone before. His neatly trimmed beard is a bit daring compared to generations of clean-shaven leaders. Not only clean-shaven Harper, Martin, Chrétien and Turner but Obama, Bush, Clinton and even Campbell, Brown and Blair. In Calgary’s business world, it may or may not be lonely at the top but it certainly is smooth and facial-hairless. No beard, no moustache and not even a tiny soul patch for WestJet’s chairman Clive Beddoe or Kevin Heise, general manager of the Springbank Links Golf Club, or Craig Skauge, president of Target Capital, or Calgary Airport Authority president Garth Atkinson or

for Steve Williams, the new president and CEO of Suncor Energy. Not a fuzzy face among them.

“Although facial hair is allowed in Suncor offices,” Fisher explains, “there are employees in different Suncor work environments where it could be an issue. Policy about facial hair may be different for someone who works in the oilsands, where it is likely a safety matter.”

The Calgary Police Service is an unconventional but well-known Calgary workplace and one of only a very few workplaces where facial hair is a definite no-no. Partly because the rules insist that facial hair looks too casual and unprofessional for the job and also due to tradition.

“Aside from conventional moustaches which must stop at the upper lip and sideburns which must end at the opening of the ear, Calgary’s uniformed officers and plain-clothed detectives are not allowed facial hair,” says Police Sergeant Major Mike Inglis. “The rule isn’t just arbitrary. For the Calgary Police and many other Canadian police forces, facial hair rules are likely rooted in traditional military standards.”

When it comes to Calgary work looks, whether it’s suits and ties, business-casual slacks, open shirts, dressy capris, thongs, daring dyes and highlights, buzz cuts, soul patches and casual-Friday jeans, the boss and even the HR department unofficially agree: with reasonable personal smarts, some Calgary dress code rules are made to be bent, not broken. BiC

www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 47

Tech Sector Broadens its Scope • Technology

Tech Sector Broadens its Scope

48 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

Tech Sector Broadens its Scope • Technology

SPEND LESS TIME YELLING AT INANIMATE OBJECTS.

Calgary’s technology sector is often over-shadowed by the energy industry, but there’s plenty of innovative companies breaking new ground

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Building a High-Performing Culture A look inside Intriga Mobility Inc. and the culture that drives its success

H

ow do you start an outsourcing company in a nascent market, build the technology to support it, attract the people to operate it, and deliver your promise of “better” to over 100 clients and 20,000 end users across North America in less than three years? If you ask Jeff Hayter, president of Intriga Mobility Inc., he will tell you, “First build a culture, then the business will follow.”

Culture is about communicating a common cause for people to attach themselves to, providing a framework for them to pursue this cause, allowing them visibility into their progress and re-enforcing everything with systematic tools and processes. It comes down to this in Hayter’s mind, “People who can see themselves progressing, know exactly what they are supposed to do, can see their impact and are familiar with the environment they are supposed to play in, will outperform their peers by 10.”

Have a Cause Why did you get out of bed today? What do you believe in?

Why does your organization exist? If you can identify these things, you’re well on your way to identifying your culture. If employees can identify the same things; congratulations, you have cultural alignment.

Without a cause or a fundamental belief as an organization, employees and stakeholders are there exclusively to collect … collect a paycheque, collect an invoice, collect overtime, collect benefits or collect points on a resumé to advance their careers.

But with a cause, comes the opportunity to be part of something bigger, to build an identity beyond themselves, to contribute, to change, and within these aspects you will find motivation, creativity, loyalty and the effort that you never imagined possible in people.

Intriga hasn’t always had a strong culture. Hayter admits that while developing the business from its roots, the culture has slipped into a theme of “just get it done.” Tony Martin, one of the original Intriga employees, says that, “When we first started, we had a maniacal top-down focus on getting things done, at any cost. This created a high-stress environment and when we first started hiring people, there was a division between manage-

ment and employees. But now there is no barrier, they are more involved and more visible. As we grew as a company, management realized that giving praise, even for little things, made a huge difference on our morale. It made us want to do a good job for the company.”

As Hayter claims, “The result of a strong culture is an organization that can succeed regardless of market and economic conditions. A strong culture drives alignment in decision-making throughout the organization and pushes it forward.”

Build a Framework Company values are important, but they need to represent more than words on your reception wall. They need to be imbedded in your decision-making, your hiring, your firing and your intellectual currency. They are the framework for how an organization communicates internally and externally. Words mean very little, but actions speak volumes. Company values are a framework, but only if they drive decision-making. Ask yourself this: the last time you promoted someone, was it because they exemplified your company values? With Intriga, cultural development (or framework) begins before the employee even joins the organization. To get a job with Intriga, you will take part in various interviews, including a team interview with the entire staff and a day of job shadowing. The candidate must share the same values, and needs to have the capability to enjoy a fun and casual workplace while still pushing the organization forward with impressive ideas and productivity.

Introducing fun to the workday is strongly supported through movie Fridays, quarterly themes such as the Olympics, exercise opportunities throughout the week and an overall friendly and casual atmosphere, all of which need to directly tie into the strategic priorities or values of the organization. Martin agrees that this is a place to work hard and play hard.

Craig Gibson, vice president, technology, explains a culture where new ideas and risk taking are rewarded. It is an opportunistic environment with a focus on equality. There is not much focus on titles or internal competition. It is more about support-

www.intriga.ca

ing each other and coming in to work hard and fight together towards the growth that Intriga is after. Gibson says that, “There is a thirst for change here at Intriga. The introduction of new systems brings cheers and raises the excitement level. Our collective belief is that we adapt to drive performance; everyone is already looking at what is next.”

Provide Visibility Every day, week, month and quarter, each Intriga employee is exposed to information relevant to their roles in the organization, the strategic direction for the business, the financial performance of the business, and how it all links together in the context of the vision and values of Intriga.

Loreto Pino, one of the newest employees at Intriga, says, “The biggest thing is that everyone is working towards the same goal, but they are able to do so individually. You are responsible for your own work and your own goals.”

Employee compensation is tied to a dashboard that allows each staff member to visually see their day-to-day progress. The metrics on the dashboard are tied directly to the organizational metrics, which come from the values and the annual priorities outlined in the one-page strategic plan. This performance and these metrics are enforced by a quarterly theme, and reviewed monthly and quarterly in terms of how they relate to the progress of the organization. Every two weeks, an employee newsletter is published detailing elements of the strategic plan and focusing on the activities of the organization so “the left hand knows what the right hand is doing,” states Gibson. “If everyone can see their progress and the impact their actions have to the organization, we can focus more on getting things accomplished as a team, and less on managing and supervising.”

Introduce Systems and Processes

we are doing this better than anyone else.” These are the answers that the leadership of Intriga has built a culture on. They are completely focused on being the best possible people, innovators, team members and creating the highest quality of service.

People don’t buy what you do; they buy why you do it. At the end of the day any business is repeatable with enough money and time. A business idea, a market opportunity or a new product is static. Culture is dynamic, and it is virtually impossible to duplicate that, which never stays the same. Culture drives innovation beyond the first “big idea.” Culture increases profitability above any expected economies. Culture creates efficiencies where there were seemingly none. Culture delivers “wow” customer service performance that engages clients and stakeholders. Culture attracts labour in tight markets and customers in competitive landscapes.

Culture impacts the income statement, balance sheet and cash flow in a balanced and sustainable manner. If you need any more proof, you only need to look at companies like WestJet, Zappos. com, Starbucks, and … Intriga.

Intriga’s culture is re-enforced through a structure of living and breathing the company’s core values. Gibson explains, “All of the decisions I make, the way I coach and resolve challenges, can be related to our core values and the culture we are trying to foster.

The constant attention to these values drives culture by creating empowered employees. Anyone operating inside the area bounded by our culture has the opportunity to take risks, fail, learn and flourish: innovation thrives in such an environment.”

The daily huddle is a perfect example of this. Every morning at 9:05 a.m., each employee gathers in a circle to communicate each department’s goals and struggles as well as to remind everyone of the company’s vision and values. It also serves as an opportunity for everyone to connect in a fun and positive way consistently.

The End Result One morning during a difficult time in Intriga’s growth, Hayter woke up and called each of the teammates at Intriga to ask, “Why do you come to work every day?” The response surprised him. “Even though I forgot, they hadn’t. When I asked them why they came into work each morning, they said things like: because we are making a difference, I am changing an industry,

1912, 10th Avenue SW Calgary, Alberta T3C 0J8 Support - Toll-free: (877) 778-8063 mail: mobilitysupport@intriga.ca Sales - phone: (403) 461-1955 mail: sales@intriga.ca Intriga Mobility Inc. is a corporate mobility outsourcing provider with offices in Calgary and Edmonton. After three years of business, Intriga has 100 customers (20,000 end users) from Vancouver to St. Johns and all the way to New Orleans. Intriga utilizes a combination of standard processes, role-based support and their own innovative technologies to improve an organization’s cost, control and visibility of cellular users, devices and environments.

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Tech Sector Broadens its Scope • Technology

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I

t’s not the industry people typically associated with Calgary, but the technology sector is alive and well in this city. There are lots of innovative companies commercializing their technology with the help of Innovate Calgary.

Peter Garret, president and chief executive of Innovate Calgary, says the industry is coming of age in southern Alberta. “It’s hard for technologies to get profile in Calgary,” he says. “What we’re all about is being focused on increasing the quality and the quantity of early-stage technology companies in Calgary and southern Alberta.”

“We want to accelerate, facilitate and support innovation in the tech sector,” he says. “We offer a broad range of services ranging from technology assessment and patenting right through to entrepreneur training programs to access to investment capital.” It includes a wide range of researchers, inventors and the angel investment community.

There are a wide range of different individuals who are interested in the technology sector, including people who’ve made their money in the energy sector and who want to broaden their investment horizons.

Tech Sector Broadens its Scope • Technology

The technology sector is also a significant employer in Calgary, but the technology sector is becoming more of an enabler for other sectors of the economy in that those other sectors are in need of technological solutions to some of their challenges.

“The more we grow the technology sector, the more we’re growing the overall economy,” says Garret.

Tucked in amongst countless businesses, iConnectivity and Brightsquid are examples of two companies that are innovating and thriving in Calgary’s technology sector.

IConnectivity develops hardware for musicians that adds mobile devices and computers to their toolset, and is changing the way musicians wire their gear through network connectivity capabilities.

“The products we make and the people we reach are all part of why we dare to create devices that reduce complexity and cost for everyone with a passion for creating, recording, exploring or supporting music,” says the company’s website.

Then there’s a company called Brightsquid Dental Link.

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The technology sector is also a significant employer in Calgary, but the technology sector is becoming more of an enabler for other sectors of the economy in that those other sectors are in need of technological solutions to some of their challenges.

www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 53

Tech Sector Broadens its Scope • Technology

sultation and communication tool, Brightsquid Dental Link is a digital hub for all dental data including dental prescriptions, digital X-rays, photos, patient details, digital impressions and CAD/CAM files. Collaboration and information exchange between dentists, specialists, dental labs and patients is made simple, secure and private with Brightsquid.

Brightsquid was designed from the ground up to ensure smooth, efficient and cost-effective communication and collaboration. With quality patient care at its core, their service facilitates world-class professional networking to ensure the best possible treatment plan development. And because cases can be annotated by authorized users, communication errors between dentists and labs are greatly reduced while turnaround times, profits and overall patient care is enhanced.

Brightsquid extracts patient data from dental practice management systems and organizes it across multiple digital systems used in dentistry. Their web-based solution provides constant access to a contextualized, patient-centric document archive so users can quickly and easily retrieve all of their patients’ information without needing to look in several places. And because Brightsquid is hosted entirely online, you don’t need to worry about backing up your files – they will always be there for you.

“Every aspect of our proprietary solution is compliant with the Health Insurance Portability and Accountability Act of 1996 (HIPAA). This means you can safely store, retrieve, 54 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

process and share patient data with confidence, knowing your practice and your patients’ privacy is protected against security breaches,” according to the company.

It’s a privately-held organization that plans to roll out “game-changing products that will represent a fundamental shift in how health-care professionals communicate and interact, with a focus on patient-centric treatment while leveraging our vast catalog of reference material,” says the firm, whose chief executive is Rohit Joshi.

For the past 20 years, Joshi has held senior executive positions with life science and technology companies in the USA and Canada, with a focus on using technology for effective communication. He has led technology teams that excel in website creation, knowledge management and online commerce, and he is passionate about product design and fostering cultures of innovation and excellence. Prior to joining Brightsquid, Joshi was the executive vice president of operations at NEOVIA Financial Plc., a U.K.-based financial organization that trades on the London Stock Exchange and is the No. 1 independent online e-wallet. Joshi has earned a bachelor’s degree in molecular biology, a master’s degree in medical science (surgery/ orthopedics) and a bachelor’s degree in law, all from the University of Calgary.

You might have to look a bit harder, but underneath the headlines of energy companies is a technology sector in Alberta that is clearly alive and well. BiC

The Art and Science of Shmoozing • Event Planning

ArtScience The

and

of

Shmoozing

by John Hardy

T

here are endless convention and office party stories to tell. Some are wild and crazy. Some are exaggerated. Some are quotable and others unquotable. Some are moving and memorable.

And some are just ho-hum and ordinary.

There are convention stories about quarter-horses in the lobby, colourful Chinese dragon dancers, skydivers, Marilyn Monroe, Elvis and Cher doubles, stunt bikers, motivational speakers drenching the crowd with smashed watermelons, fake snow and sequins and rousing speeches that inspire, shock, amaze and trigger belly laughs or tears.

There are company Christmas party stories about out-of-character bosses and fellow staffers, sharp and weird fashion statements, moments of touching mush and embarrassing humiliation and the surprising hidden talents of staff-Idol singers, dancers and comedians.

www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 55

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The Art and Science of Shmoozing • Event Planning

But make no mistake about it!

Whether it’s micromanaging the master plan for 2,000 conventioneering professionals, looking after keynote speakers like Bill Clinton, Don Cherry or Dr. David Suzuki, briefing the DJ or triplechecking the picky Christmas party details – event management is a science and an art.

Calgary’s event professionDon Tomie, director of hotel operations (food and beverage) als know from experience what with Marriott International. volunteer organizers quickly find out: planning and co-ordinating an event is lots of taken-for-granted and under-appreciated hard work, thankless second-guessing people’s quirky likes and dislikes and juggling a tsunami of details just trying to keep most of the people happy most of the time.

While 1,800 iPad-totting conference and trade show delegates from across Canada, the U.S. and the U.K. are worlds apart from the 200 staffers and significant others shmoozing the night away at the company Christmas party, both share some vital event planning basics: location-location, budget, booking ahead, budget, food choices, budget, entertainment and budget.

“It’s been a bumpy road,” says Don Tomie, director of hotel operations (food and beverage) with Marriott International. “Calgary’s convention and office party business was booming since the late ’90s. Suddenly it was jolted with a big slump when the economy went sideways from 2006 to 2008. Convention and company party budgets were either slashed or eliminated,” he says. “Especially when oil and gas companies took a hit and hundreds of people were getting laid off, it was not a time for extravagant company partying. Last year it started turning around. Budgets are still cautious but we’re busy again. Conventions have always been price conscious, forever negotiating for discounts.

And many local companies have resumed staff appreciation and Christmas parties, maybe as a way to thank and reward employees for the past few tough years.”

Gillian Podlubny, director, event management, at the Calgary Telus Convention Centre (CTCC), agrees. “Calgary’s convention and company party business has always been cyclical. Before the 2006 downturn there were open-wallet budgets.

The American economy staying flat and the strong Canadian dollar is a big challenge for Calgary to attract American convention business.”

Podlubny adds, “Fortunately the Canadian, international and local corporate business – like award banquets and www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 57

The Art and Science of Shmoozing • Event Planning

“Calgary is simply Christmas parties – have short of space,” says bounced back. This year is Jean Silzer, president of busy and we’re busy with Details Convention and bookings well into 2015.”

Event Management and There’s encouraging a seasoned Calgary event good news and some littleplanner. “It’s great that known bad news about we have two new hotels Calgary as a booming conbeing built in the downference and convention town core but even then, destination. we need more. Not only The good news? It’s guest rooms but meetunanimous: Calgary is Jean Silzer, president of Details Convention and Event ing rooms and conference a hot draw with a broad Management facilities. The big oil and range of meeting rooms, gas companies used to have lots of exhibition venues and convention meeting rooms but ever since the hirfacilities ready to host more than ing boom those spaces were converted 17,000 delegates. into badly-needed office space.”

The bad news? There’s a stifling “It’s terrific that we’re such a busy hotel room shortage in Calgary and corporate city with lots of business it makes local event planners anxious travellers constantly coming and and frustrated. going,” Podlubny says. “But it limits Despite the several international the Tuesday-to-Thursday availabilbrand-name hotels, regional chains, ity of rooms that big conferences and some trendy boutique spots and even conventions require.”

B&Bs, Calgary’s current 12,000 hotel In the event planning business rooms are simply inadequate to handle there’s no time to sit around and overthe volumes needed to accommodate analyze or mope. the potential conference and convenSlump or turnaround boom, Calgary tion business interested in coming to is aggressively “out there” beating the Calgary.

58 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

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The Art and Science of Shmoozing • Event Planning

convention business bushes and making offers-they-can’t refuse pitches to groups throughout Canada, the States and around the world.

Meetings and Conventions Calgary (MCC) is the recently formed and ferociously active convention marketing organization responsible for doing whatever it takes to promote Calgary as a prime business travel destination.

With or without MCC’s travelling dog-and-pony show – complete with savvy professionals wooing prospects with glitzy portfolios and potent PowerPoint presentations as well as the white-hatted, smiling charmers in jeans, boots and bandanas flipping pancakes in lobbies and boardrooms from Kitchener, Houston and Chicago to Saskatoon, St. Louis and Munich – delivering a razzledazzle pitch about “Calgary’s perfect venues for hosting tech-savvy, flawless meetings, conventions, trade shows and exhibitions of all sizes as well as Calgary’s famous hospitality and a convention experience that guests will remember for a lifetime.”

“Calgary has a legit edge to attract corporate business but we take nothing for granted,” according to Cynthia Douwes, MCC’s event servicing manager as well as the current president of the Greater Calgary Chapter of Meeting Professionals International. “We must compete for corporate business with Montreal, Toronto, Vancouver and Edmonton.”

Douwes is an infectiously positive, upbeat and (professionally and personally) a gung-ho Calgary booster. “We’re very huggy, genuinely friendly, outgoing and welcoming.

Perfect examples of the legendary western hospitality,” she says with a hearty laugh. “It’s a bonus but the Rocky Mountains are our playground. C’mon! How can you beat that?”

All the pitching and hard work is paying off.

Calgary’s bookings calendar is filling up, including this month’s big Canadian Parking Association Conference and Trade Show, next year’s Canadian Medical Association

Tomorrow, Shelley is making the biggest presentation of her life.

How can she sleep?

Convention, the 500 delegates of the Canadian Society of Association Executives National Conference and Showcase, and the 2,000 delegates at the World Buddhist Women’s Convention, both coming to Calgary in 2015.

Company parties are a similar but a much different special event story.

Of course they cater to the converted and don’t involve nearly as much advance planning. Conventions usually plan two to five years in advance; company parties start planning two to five months in advance and are invariably more demanding and stressful because they are usually done by well-intentioned staff volunteers.

Although panning the company Christmas party brings satisfaction, scores valuable team-spirit points and gets random congrats emails, it’s a given that most partiers will laugh, dance, eat, drink and be merry but they will go home harmlessly assuming that the terrific Christmas party “just happened.”

Today’s company parties, like many big conventions, are shifting from the traditional three-course, banquet-style sit downs toward what food and beverage professionals call “heavy receptions:” 12-15 or more different food stations set up around the edges of the hall.

From a slider station, sushi, a cocktail station mixing and colour-matching drinks with the company’s logo, fruit, raw veggies, roast beef, chicken satay, deli and other individual food stations.

“It’s definitely the trend,” says the Marriott’s Tomie, whose hotel also caters all CTCC events. “Sit downs are still popular but for convention and company party guests who don’t really know each other and have little in common, food stations and open seating lets them move around and mingle.”

Ultimately, meticulous or frantic seat-of-the-pants planning, it’s what conventions and company Christmas parties are all about: shmoozing. BiC

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64 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

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Leader of the Pack • Cover

Leader of the pack A proven investment and oilpatch success story offers some insights for aspiring entrepreneurs as he embarks on the next round of growth and contribution By Derek Sankey Photos by Eilidh Tait, Light on Paper Photography

www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 65

Leader of the Pack • Cover

I

n 1989, Mac Van Wielingen and his business partners founded a small start-up company called ARC Financial Corp. He began to build a network of research capabilities that has evolved into an industry-leading association of oil and gas business entrepreneurs, companies and other stakeholders. It has morphed into what has become one of today’s most well-positioned companies in an industry wrestling with the realities of a highly uncertain global market for commodities.

Between ARC Financial and ARC Resources Ltd. (founded in 1996), Van Wielingen and his partners have built an empire that thrives on vision. At the Business in Calgary Leaders of Tomorrow gala this year, he spoke about the importance of vision and what it really means. “It’s so important to create inspiration and alignment. People have to pull together – in the same direction.” says Van Wielingen. “It’s not as simple as wanting to be profitable or wanting to double the value of your company in three to five years.

Vision has to really speak to what the capabilities are of the organization, who we are, and our shared interests and purpose. Vision has to ignite passion within an organization.”

ARC Resources just completed a $350-million equity financing deal and a $400-million private debt announcement at an average cost of 3.8 percent. The company now has one of the strongest balance sheets in the energy sector at a time of great uncertainty in global markets. In addition, ARC Financial recently closed a $1 billion fund that invests in early stage companies in the energy sector.

Van Wielingen and his partners have also recently founded the Canadian Centre for Advanced Leadership in Business at the Haskayne School of Business, with a focus on enhancing business education relating to both leadership effectiveness and ethics.

This isn’t about a success story of a man who has turned profits – he’s got plenty of evidence of that – it’s about a success story of a man who

66 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

“It’s so important to create inspiration and alignment.

People have to pull together – in the same direction.” ~ Mac Van Wielingen

OPPOrtunIty tO ExPAnD.

Where do you go from here?

Seizing the right opportunities is only the first step towards realizing the growth potential of your business. The second step is working with a trusted, experienced advisor whose entrepreneurial approach will help you recognize those opportunities and drive your business in the right direction.

Contact Dave Zimmel, CA, CPA (Ill), CMC, Vice President, Private Enterprise at 403.537.8416 or dave.zimmel@mnp.ca.

Leader of the Pack • Cover

acts beyond the realm of business speak, mantras, corporate talk and balance sheets.

His education includes post-graduate economic studies at Harvard University and a Bachelor of Business degree from the Richard Ivey School of Business at the University of Western Ontario. He’s a member of the board of directors of the Alberta Investment Management Corporation and a president and director of Viewpoint Foundation. He’s on the board of BluEarth Renewables Inc. Obviously, the man is busy on Calgary’s corporate scene.

Our magazine works to highlight stories like this. We shine light on examples of entrepreneurs that see beyond the mission statements and create their own, unique success stories built on trust and relationships. As part of our focus on the 2012 Ernst & Young Entrepreneur of the Year Awards (Van Wielingen was a finalist last year and a speaker at Business in Calgary’s Leader’s of Tomorrow Awards), we aim to educate the next generation of business leaders about what it takes to succeed.

More importantly, we try to spotlight what it takes to succeed and to contribute back to the community while helping others to prosper.

Business in Calgary sat down with Van Wielingen, who offered his insights on some key points about leadership, where he sees the future of the oil and gas industry going (along with his own companies) and why it all matters.

Q

Q: How important is the financing component of oil and gas companies, such as ARC Resources and ARC Financial, to overall dominance in the sector?

A

A: Both of these businesses are exceptionally well-financed in what is an extremely uncertain time in the business environment. In terms of my interests and my perspectives, I feel an enormous amount of relief – if not satisfaction – that these businesses are so well financed, given what’s going on in the oil and gas industry and what’s going on in Europe.

68 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

Q

Q: What do you feel is the current level of optimism in the oil and gas sector?

A

A: Firstly, the pessimistic possibility is unfortunately too real for a lot of business owners. We could see another breakdown of the banking system driven by what’s going on in Europe. The global economy would feel that in a significant way and commodities would be impacted. If there’s anything we’ve learned, it’s how connected the financial industry is and this fact could still be somewhat of a blind spot. Many economists and sophisticated financial analysts didn’t see how connected and correlated markets are at a very deep level.

Q

Q: How important to your companies’ future are emerging markets in areas such as Asian markets, not to mention Europe, Japan and our largest trading partner – the U.S. – in the next few years?

A

A: These markets – these key areas of the world – are all important. In looking at the total picture, there is cause for concern about the possibility of another significant downturn. I’m not forecasting that, but it’s realistic enough that it makes me feel cautious about the way we’re financing ourselves and the way we deploy capital.

Of course I am not alone in this view. We want to be positioned to invest through the uncertainty – and both of these organizations can do that. At ARC Resources, our balance sheet is really bullet proof. We can execute our business plan over the next year or two without concern about having to access additional capital. Even if commodity prices fall and cash flow is down, we don’t necessarily have to hit the brakes like a lot of oil and gas companies would have to do. We can maintain operational stability and momentum during very difficult markets. At ARC Financial, with fresh capital, we can actively pursue quality opportunities at a time when capital is in short supply.

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Leader of the Pack • Cover

Q

A

Q: What about relatively low natural gas prices?

A: We see it changing, but we don’t see gas markets and gas prices going to where they were before. If you look at the availability of supply – given the introduction and application of proven technology, and also specifically the amount of resource that’s close to infrastructure, we expect that gas will recover but prices will remain well below historic highs. There will be cycles where there will be a lot of enthusiasm and it may feel like we are in something strong, but it’s all going to take a long time. The natural gas side is very, very challenging – there’s no question about that. For ARC Resources, fortunately we have an extraordinary base of high-quality assets and opportunities.

Q

Q: As an entrepreneur in this sector, where does the balance sheet fall within the overall success of the business?

Organizational culture is about internalizing a shared vision, what’s important, how we’re going to do things, how we’re going to treat each other.

Q

Q: How do you view entrepreneurialism?

A

A: At ARC Financial we invest in leaders.

That’s our business. We really need to have a deep understanding of leadership and specifically high-potential, entrepreneurial leadership. We’ve invested – to date – in over 150 different businesses in the last fifteen years. We have a very strong platform of experience to see the fundamentals and realities of entrepreneurial leadership. Having said all that, it’s quite amazing how you’ll see all sorts of different capabilities and different qualities in successful entrepreneurs, that there is no certain path or easy answer.

A A A: A strong balance sheet offers optionality and flexibility. It just seems that so many players get offside on this understanding. So many industry players and observers don’t have a sense of the value of balance sheet optionality, quite frankly, until it is too late.

You can’t quantify the value – but it’s strategically important. It’s also very important to have a deep, diverse base of assets and opportunities where you can shift investments from oil to gas and other areas within and across the province or elsewhere.

70 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

Q

Q: How important is vision and what does it mean?

A: That’s something I’m always looking at. Over the years, the question of vision, of what we want as a desired future, has led me to see the importance of strength of culture. Organizational culture is about internalizing a shared vision, what’s important, how we’re going to do things, how we’re going to treat each other. It’s been a real focus for me over the last ten years – really understanding how to develop this strength in an organization. On a deeper level, this is what has taken me onto the path of studying questions relating to ethical leadership.

Leader of the Pack • Cover

What is important is the fairness

Q

Q: Why did you establish the Canadian Centre for Advanced Leadership in Business at the Haskayne School of Business, University of Calgary?

A A: We need a more advanced understanding of leadership in business education, as well as a deeper understanding of ethical leadership. The public has a heightened sensitivity to that issue right now. I have come to see and believe that if you’re going to build a successful company over a long period of time – ARC Financial for example has been in business for 24 years – that you have to have an ethical approach. You have to have a strong ethical foundation.

The ethics that people tend to think about in business are often, sadly, more related to compliance and acting in accordance with law and regulations. But this is changing. Most leaders are becoming much more sensitive to ethics involving stakeholders outside of the organization. This is clearly very important. But to sustain a successful business, there has to also be a focus on internal ethics. This is the bedrock of a strong culture and sustained strong performance.

What is important is the fairness that’s demonstrated within your organization in the way we’re all treating each other – and that respect is shown for each and every person regardless of position – and that there is caring and heart within the organization and your relationships. Very importantly, it’s also about being able to see the strengths that each person can bring. That creates an environment where work can feel very personal and where there is a sense of value and relevance.

that’s demonstrated within your organization in the way we’re all treating each other – and that respect is shown for each and every person regardless of position – and that there is caring and heart within the organization and your relationships.

Q

A Q: As ARC Resources and ARC Financial embark on their next stage of growth, what’s you’re guiding philosophy?

A: You can’t just talk; you have to live and model the values and principles of great leadership. There is no magic around how to get people to step up their game. It takes time and it can prove very complicated. I would argue though that this is the primary responsibility of organizational leadership and yet it’s the least well understood and most difficult part of leadership to execute. If you can’t, as a leader, create a really strong organization with a performing culture, your balance sheet strength will not carry the day.

Culture becomes destiny in an organization.

In the last year or two, much more research is coming out on this topic. I happened to stumble upon a few of these insights early on in my career. It’s enormously challenging for me to talk about it and for business leaders to wrap their heads around how to do it, but there’s a lot more interest on this subject right now – more now than ever. My advice to entrepreneurs and emerging leaders is to stay as focused as possible on the quality of your relationships and be curious about what’s going on around you. Ignite intense passion and curiosity, explore, and leadership capacity will follow. It will develop naturally as you learn. BiC

www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 71

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An AlliAnce of Business And community orgAnizAtions

st depends “ The economy of Provo activities. a lot on oil and gas The energy sector is one of the engines that drives the Alberta economy – without a healthy energy industry, Alberta’s growth will not be as strong.

”

Pak Wong, Motel Owner at the Greenhead Motel in Provost, Alberta

www.albertaisenergy.ca Alberta is Energy showcases the men and women of Alberta, their careers, challenges and accomplishments. Our goal is to build awareness of how the energy industry touches all of our lives. Alberta is Energy is supported by Alberta’s business associations and our more than 3,500 members. We are Albertans – from the high-rise office workers to the general store employees – with a vested stake in the long-term responsible development of Canada's oil and gas resources.

Director’s Message You’ll be inspired At Ernst & Young, we’re big believers in the transformational power of Canada’s entrepreneurs. That’s why we’ve proudly celebrated their achievements for nearly 20 years.

We use the term “game changers” a lot in the Ernst & Young Entrepreneur Of The Year program, and with good reason. A game changer is a creative innovator who breaks the mould and creates something new, improves a product, process or service, or develops a new way of doing business to increase profitability.

Game changers are people who advance the world in some way — big or small — and leave things better than they found them.

The Prairies award finalists you’ll read about in these pages show that our region is home to some of the most dynamic innovators in the world. These men and women are creating the growth that generates jobs, inspires generations, and helps empower Canada to realize its full potential as a nation.

We’re proud to share their success stories with you.

I hope you’ll be as inspired as I am by these achievements and the people behind them. As we look ahead to the next 20 years, we continue to look to Canada’s entrepreneurs for the ingenuity, innovation and inspiration that change the game for us all — for the better.

Rob Jolley Partner, Ernst & Young LLP Prairies Director, Ernst & Young Entrepreneur Of The Year

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Ernst & Young Entrepreneur Of The Year 2012

Table of Contents Meet the 2012 Prairies Entrepreneur Of The Year Judges – page 8 Meet the 2012 Prairies Entrepreneur Of The Year Leadership Team – page 10 REAL ESTATE AND CONSTRUCTION Jeanette DeBruin, Bert DeBruin - AltaPro Electric - page 12 | Mario Pagnotta, Alex Pagnotta - Pagnotta Industries, Inc. - page 14 | Jeff Jessamine - Sprague Group of Companies - page 16 | Wayne Chiu - Trico Homes - page 18 |

CLEANTECH Perry Gerwing - Earthmaster Environmental Strategies Inc. - page 20 | Dan Balaban - Greengate Power Corporation - page 22 | Evan Chrapko, Shane Chrapko - Himark bioGas - page 24 | Don Guenette, Dan Guenette - Infratech Corporation - page 26 |

MANUFACTURING Henry Friesen - Convey-All Industries Inc. - page 28 | Dean Spence - Dynamic Solutions/DSI Thru-Tubing - page 30 | Nicholas Donohoe - ICI Artificial Lift Inc. - page 32 | Jason Parks - Profab Corporation - page 34

ENERGY - PRIVATELY HELD Blaine LaBonte - Cougar Drilling Solutions - page 36 | Dean Shaver - CSI Canada Safety - page 38 | Lance Torgerson - Noralta Lodge Ltd. - page 40 | Gerald V. Chalifoux - Petrospec Engineering Ltd. - page 42 |

BUSINESS-TO-CONSUMER PRODUCTS AND SERVICES Dr. Alan Ulsifer - FYidoctors - page 44 | Dianna Davidson - Magellan Vacations - page 46 | Ryan Pomeroy - Pomeroy Lodging LP - page 48 |

EMERGING Ken James - Oak Point Energy Ltd. - page 50 | Lyle Michaluk, Cliff Wiebe - Poseidon Concepts Corp. - page 52 | Regan Stevenson - Sunpeak Multiwise - page 54 |

TECHNOLOGY Glenn Yuen, Trevor MacFarlane - Dynamic Risk - page 56 | Marcos Lopez - Solium - page 58 | Tara Kelly - SPLICE Software Inc. - page 60 |

PROFESSIONAL AND INVESTMENT SERVICES Terry Stephenson - Blackjack Investments Ltd. - page 62 | David Aplin - David Aplin Group - page 64 | Chris Izquierdo, David Cronin - DevFacto Technologies Inc. - page 66 |

ENERGY - PUBLICLY TRADED Don Caron - Bri-Chem Corp. - page 68 | Brian Vaasjo - Capital Power - page 70 | Jim Rakievich - McCoy Corporation - page 72 |

BUSINESS-TO-CONSUMER PRODUCTS AND SERVICES Maury Van Vliet, Scott Van Vliet, Todd Van Vliet - Environmental Refuelling Systems Inc. - page 74 | Kim Caron - Executive Mat Service Ltd. - page 76 | Angela Santiago - The Little Potato Company Ltd. - page 78 | Published by Business in Calgary & Business In Edmonton | www.businessincalgary.com • www.businessinedmonton.com Return undeliverable Canadian addresses to circulation dept. • 1025 101 6th Ave. SW Calgary, AB T2P 3P4 6

Ernst & Young Entrepreneur Of The Year 2012

Awards acknowledge innovation, hard work, collaboration and vision.

TEC Canada congratulates all of the Ernst & Young Entrepreneur Of The Year finalists and award recipients.

TEC Canada is dedicated to helping good leaders become great CEOs. Discover how our unique approach to leadership development based on mutual support and fierce honesty will bring you the growth and bottom line results you seek.

Leaders in good company.

800.661.9209 | tec-canada.com

Visit our website for the many awards our members win! Celebrate their success and join us on LinkedIn and Twitter

Meet the 2012 Prairies Entrepreneur Of The Year Judges Curt Vossen

President, Richardson International

Curt has dedicated his career to Canadian agriculture. He is actively involved in many industry and community organizations. He serves as chairman of the Grain Insurance & Guarantee Company, Prince Rupert Grain Co. and CentreVenture, a community development corporation in Winnipeg. Curt is a member of the World Presidents’ Organization, the Chief Executives Organization, the Canadian Council of Chief Executives, and the Business Council of Manitoba.

Kelley Smith Vice President, Corporate Development, Viterra Inc. Kelley is responsible for leading Viterra’s business acquisitions, divestitures and other growth strategies and facilitating the development and reporting of the company’s strategic plans. She has been an active member of the community, serving on various boards and committees, and is a Chartered Business Valuator, a Chartered Accountant and a Certified Management Accountant.

Linda Hohol

Corporate Director

Linda retired in 2007 after serving five years as president of the TSX Venture Exchange. Prior to that role, she had a distinguished 26-year career with CIBC, serving as senior vice president Alberta and NWT, and executive vice president wealth management. She currently serves as a director on the boards of Export Development Canada, EllisDon Construction, NAV Canada, Canadian Western Bank, Canada Foundation for Innovation and the United Way of Calgary.

Mike J. Duff President and CEO, Design Group Staffing Inc. Design Group is one of Canada’s largest privately held staffing firms. Mike is also the owner of several auto dealerships in Edmonton, among other business interests. He is a sponsor of NorQuest College and a cabinet member of the University Hospital Foundation Campaign for a Prostate Health Clinic. Mike was the winner of the Ernst & Young Entrepreneur Of The Year Award in Professional Services in the Prairies region in 2006.

Stephanie Yong Director, W. Brett Wilson Centre for Entrepreneurial Excellence, University of Saskatchewan

An entrepreneur herself, Stephanie offers programs to help students create feasible and sustainable businesses. She is also a lecturer at the Edwards School of Business, with a strong focus on entrepreneurship and evaluation of business ventures. Stephanie has used her experience as a business strategist, entrepreneur and university lecturer to stimulate awareness and recognition of entrepreneurial trends and develop experiential programs to enhance the entrepreneurship agenda.

Tony Franceschini Corporate Director and Community Volunteer Tony served as president and CEO of Stantec from 1998 to 2009 and has served as a director since the company became publicly traded in 1994. He also serves as a director of several publicly traded companies and is active in several community organizations, including the Alberta Health Services Board, Junior Achievement of Northern Alberta and the Northwest Territories, the Edmonton Economic Development Authority, and the University of Alberta Hospital Foundation.

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Ernst & Young Entrepreneur Of The Year 2012

Cautious Optimism

T

he sixth annual Ernst & Young Capital Confidence Barometer finds that, despite a favourable deal-making environment, leading global corporations are not yet ready to engage in mergers and acquisitions. Canadians, however, are more optimistic.

Of the 1,500 executives surveyed globally, 31% say they expect to pursue an acquisition in the next 12 months – down from 41% in October 2011. In the US, expectations for deal-making are relatively flat, with 34% of companies planning an acquisition in the next year, compared with 36% in October 2011.

The story in Canada is significantly more positive. Nearly half (48%) of Canadian participants say they expect to pursue an acquisition in the next 12 months, up from 45% in October 2011 and 32% in April 2011. The number of Canadian businesses looking to sell has also increased, with 31% planning to divest compared with 23% in October 2011. Canadian companies are keen to put their capital to work as they approach their capital agenda with a desire to do more than just sit on the side-

lines. Is this an opportunity for Canadians to leap ahead of their global counterparts?

M&A fundamentals are stronger than they have been for some time. Credit constraints are lower and corporate cash balances are high, while confidence is rising moderately following a prolonged period of macroeconomic instability. The valuation gap between buyers and sellers is also narrowing.

While Canadian M&A expectations are ahead of their global counterparts, they are still below historical levels.

Why? While Canadian corporate executives are in a more confident frame of mind, particularly compared to the rest of the world and to the US, they are still fundamentally cautious. Persistent market volatility, austerity measures, structural issues (primarily the Eurozone crisis) and potential for slowing growth in emerging markets have continued to fuel conservative behaviour.

For the time being, caution continues to impact M&A.

What is your perspective on the state of the global economy today?

Strongly improving

0%

14%

in the local economy has more than doubled.

32%

Stable

Strongly declining

In Canada, confidence

34%

34%

48% of Canadian

25%

Modestly declining

46%

respondents are planning an acquisition.

31% of Canadian

0% 6% Apr-12

52% of global respondents feel the global economy is improving.

9%

Modestly improving

HEADER

Oct-11

respondents are planning a divestiture.

To find out more, please contact Joe Healey, Winnipeg Leader, Entrepreneurial Services and Ernst & Young Entrepreneur Of The YearÂŽ.

Ernst & Young Entrepreneur Of The Year 2012

9

Meet our Prairies leadership team Ernst & Young is the global leader in advising, guiding and recognizing entrepreneurs. Our Prairies professionals offer high-achieving, fast-growing entrepreneurial companies the knowledge, experience and resources to help them reach their goals at every step in their lifecycle. Contact one of our leaders today to learn how we can assist you.

Prairies

Edmonton Rob Jolley

Ross Haffie

Program Director, Entrepreneur Of The Year

Managing Partner 780 412 2388 ross.m.haffie@ca.ey.com

780 638 6656 rob.m.jolley@ca.ey.com

Kristy-Lynn Gray

Saskatchewan

Program Manager, Entrepreneur Of The Year

Evan Shoforost Managing Partner

403 206 5476 kristy.gray@ca.ey.com

306 649 8242 evan.shoforost@ca.ey.com

Calgary

Greg Keller Managing Partner

Office Leader, Entrepreneurial Services and Entrepreneur Of The Year

403 206 5100 kent.d.kaufield@ca.ey.com

306 649 8218 greg.keller@ca.ey.com

Kent D. Kaufield

Winnipeg Dean Radomsky

Craig Roskos

Office Leader, Entrepreneur Of The Year

Managing Partner

403 206 5180 dean.w.radomsky@ca.ey.com

David Van Dyke

Joe Healey

Office Leader, Entrepreneurial Services

Office Leader, Entrepreneurial Services and Entrepreneur Of The Year

403 206 5177 dave.a.vandyke@ca.ey.com

10

204 933 0209 craig.m.roskos@ca.ey.com

Ernst & Young Entrepreneur Of The Year 2012

204 954 5568 joe.a.healey@ca.ey.com

© 2012 Ernst & Young LLP. All Rights Reserved.

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REAL ESTATE AND CONSTRUCTION

Bert and Jeanette DeBruin AltaPro Electric Ltd.

“

When the going gets tough, the tough get going” is a favourite expression of Bert DeBruin. As the oldest son of 10 siblings, he learned quickly about how to spot an opportunity and what it takes to succeed. In 1987, the family business was started out of the necessity to work two jobs in the late ’80s after the recession. AltaPro Electric Ltd. – a design-build electrical contracting business – was built on adversity right from the start.

“Our lessons on perseverance through tough times were necessary to survive in today’s market,” says Bert, who works alongside his wife, Jeanette. Growing up on a dairy farm, Jeanette is no stranger to hard work either. Today with over 90 employees the business is “all about people.” They are good at what they do, namely design-build commercial and industrial electrical contracting.

The attributes of their team are: solid, trusted, genuine, forward thinking, value integrity, and creative, among others. The team consists of highly-skilled trades people, who Bert and Jeanette say will be the future of tomorrow – leading by example.

AltaPro has experienced explosive growth over the last few years and the goal for the future years is to maintain a steady growth of sales and profit based on superior service. All of this comes with a genuine desire to develop their employees’ talent, while encouraging them to be aware of the importance of community. The firm and its employees donate considerable time and money to various charitable causes. “When you care about people, you win a community spirit,” says Jeanette.

“This is important in the success of any company.”

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Ernst & Young Entrepreneur Of The Year 2012

O ur Tra d e i s El e c tr i c a l .

O ur Ex p e rt i s e i s D esi g n - B u i l d .

O ur Stre n g t h i s Peo p l e .

We are honored to be recognized as finalists for the Ernst & Young “Entrepreneur of the Year Prairie’s Region”.

We wish to thank our people at AltaPro Electric who share the same vision in helping us build a dynamic team.

People are our greatest asset and ssuucess is only possible with you. Thank you for sharing your skills and leadership.

DESIGN-BUILD

•

ELECTRICAL SERVICES

13415 - 149 Street, Edmonton, AB, T5L 2T3 • Phone: 780-444-6510 • Fax: 780-483-4073

W W W . A LT A P R O . C A

REAL ESTATE AND CONSTRUCTION

Mario and Alex Pagnotta Pagnotta Industries Inc.

M

ario Pagnotta began his career in the construction industry after immigrating to Canada at an early age. At the time, he had just enough money for the plane ticket, but soon found work with a friend, and shortly after met his wife, Franca. Mario’s life in Canada was full of hard work and relentless determination as he pursued further education in English and a variety of technical skills at the Northern Alberta Institute of Technology (NAIT). Mario started out as a laborer and soon worked his way up through the construction industry to a general superintendent role.

Mario’s first jobs were small projects for family, friends and neighbors, which lead to his decision to start his own company in 1992. He was soon targeting large concrete structures which were followed by General Contracting and Construction Management roles. To develop the company he took out a large line of credit on his home. This enabled the growth of the company from a handful of crew members to more than 250 employees currently. Mario’s son, Alex, came into the business in 1996 and has proven to carry on his father’s values and build upon them as the company’s General Manager. Mario and Alex work closely together as the company continues to develop into new and exciting areas.

Pagnotta already operate in Alberta and Saskatchewan and has sights set on creating a presence in Manitoba. Mario and Alex both believe that their ability to grow is based on developing the right talent.

Overall, Mario admits that it was a tough road and has not always been easy but “if I had to do it all over again, I definitely would”, he says. “I have always believed in this company and have always had the support of my wife and our kids”.

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Ernst & Young Entrepreneur Of The Year 2012

Pagnotta Industries would like to take this opportunity to congratulate all of the great companies that have become finalists for Ernst & Young Entrepreneur Of The Year.

Construction is a collaborative process, it takes a great team with different strengths to bring a project in on time and on budget. We would like to thank all of our employees both in the field and in the office for all of your hard work and dedication. This has been a great year for Pagnotta Industries, and with your help we look forward to many great years in the future.

REAL ESTATE AND CONSTRUCTION

Jeff Jessamine Sprague Group of Companies

L

ook around Edmonton and you’ll see the mark of the Sprague Group of Companies almost everywhere – from the Yellowhead Trail and Whitemud Freeway to the bulk of Edmonton’s light rail transit system and Rexall Place, numerous highrises, hospitals and educational facilities, even the Heritage Classic. Suffice it to say, the Sprague Group’s footprint is everywhere – and increasingly outside of their home turf. Much of that can be attributed to Jeff Jessamine and his team of dedicated, visiondriven employees. It is said that decisiveness is a key trait of a leader. Perhaps nobody exemplifies this trait better than Jessamine.

At age eight, Jessamine saw himself owning a large construction company rather than taking over the family farm, and he started working toward his dream as soon as he could – he took his first job in the industry at 16, began his career at Sprague-Rosser as a tradesman, and has spent the last 14 years working his way up to president and chief executive officer, filling every critical role within the company along the way.

His personal experience with every facet of the company’s operations has given him a thorough understanding of what he needed to do when he became CEO of the company: He has been able to re-engineer the leadership, overhaul corporate culture, and set an entirely new vision for the company. This has taken the Sprague Group from teetering on the edge to a thriving firm with a global footprint and over 600 employees.

He has purposely surrounded himself with visionary people to help direct the Sprague Group into the future. “I consider my management team to be specialists in their respective disciplines,” says Jessamine. “These co-workers of mine have the opportunity to work wherever they want; they are in high demand … but they choose Sprague because they believe in me, and my vision.” The mark of a true leader: decisiveness and empowerment.

16

Ernst & Young Entrepreneur Of The Year 2012

Our most valuable assets don’t sit on the balance sheet.

www.sprague-rosser.com

REAL ESTATE AND CONSTRUCTION

Wayne Chiu Trico Homes

W

ayne Chiu, who immigrated to Canada in 1982, is a graduate of mechanical engineering from the University of Manitoba. He is also a qualified master builder and the founder and CEO of the Trico Group of Companies. Chiu always longed to tap into his entrepreneurial spirit. In 1987, he saw an opportunity to work for a renovation company in order to gain valuable experience in the real estate and project management industry he was so passionate about. Two years later, Chiu started the Trico Group of Companies.

Since then it has been an explosive journey of growth and its subsidiary, Trico Homes, has become a well-respected and successful homebuilder. “The company I started in 1989 has grown beyond my most ambitious expectations,” says Chiu. It has expanded to over 100 employees yet remains a family-oriented work environment.

In order to fuel the growth of the Trico Group, Chiu brought on board some talented individuals to help guide the strategic direction of the company. “At the beginning, we were an entrepreneurial operation in which I made all the decisions,” says Chiu.

Realizing his own limitation, he added the talent necessary to grow the company and build the right team to make it what it is today.

Chiu, who holds an institute certified director designation, has extensive board governance expertise in both the public sector and business community. He maintains his involvement in many worthwhile community and entrepreneurial ventures. Wanting to give back to the community that fostered his success, in 2008, Chiu and his wife, Eleanor, who is also a business partner, founded the Trico Charitable Foundation with a focus on social entrepreneurship and education.

This is evidently a company built on trust, respect, integrity, community and an unyielding desire to be one of the leaders in the industry.

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Ernst & Young Entrepreneur Of The Year 2012

Modest or adventurous, Trico Homes does leave a lot to the imagination Trico Homes’ Stanton I was chosen as one of the Best New Homes at the Calgary Homebuilder’s Association SAM Awards. Creative design options such as this cheeky “Peekaboo” ensuite shower really got people talking. And if you think the shower is transparent, wait till you discover Trico’s “nothing-to-hide” approach to building your perfect home.

Get to know us better at: tricohomes.com

Innovation The Stanton I model starting from $

485,900*

Photo of The Stanton I *Price includes home, lot & GST.

Trico Homes is proud to build in these fine communities Calgary Beacon Heights 217 & 221 Sherwood Heights NW

Evanston I The Ascent 987 & 991 Evanston Drive NW

Cranston 15 & 19 Cranarch Landing SE

Evanston I The Village 12 Evanswood Circle NW

Cranston I Manor Lane 157 Cranarch Place SE

Mahogany 344 & 348 Mahogany Blvd SE

Evanston I The Ascent 994 Evanston Drive NW

Montreux 291 Tremblant Way SW

Condos Nolan Hill 393 Nolanfield Way NW 51 Nolan Hill Gate NW Redstone 64 & 68 Redstone Avenue NE Sage Hill 51 Nolan Hill Gate NW

Montreux Villas 295 Tremblant Way SW

Out of Town

New Products.

New Ideas. New Trico.

Cimarron, Okotoks 5 Cimarron Springs Court

Heritage Hills, Cochrane New Brighton (York29) 92 & 94 New Brighton Landing SE 8 Heritage Green

CHBA - Calgary Region

Hillcrest, Airdrie 18 & 22 Hillcrest Street Cooper’s Crossing, Airdrie 1157 Cooper’s Drive

Celebrating 2011 25 Years

tricohomes.com

CLEANTECH

Perry Gerwing

Earthmaster Environmental Strategies Inc.

H

ard work and long hours were expected growing up in a farming community in rural Saskatchewan, but Perry Gerwing recognized that the additional key to long-term success lay in education. After obtaining a bachelor of science degree in agriculture and a masters in soil science, he started his first entrepreneurial venture. He identified the need for soils expertise in the drilling and environmental assessment industry and started an environmental drilling company, while still being a top performer at his full-time job at an agricultural consulting firm in Calgary. His initial venture grew and he sold the firm at a tidy profit in 1992.

Gerwing then worked for seven years as an environmental adviser at an energy-producing company but eventually succumbed to his entrepreneurial nature and started his own consulting firm, Earthmaster Environmental Strategies Inc., in 1998. The company began with a small home office and three employees with a model to offer environmental services to the upstream oil and gas sector while advancing environmental stewardship among industry players. The strategy was successful as the company now occupies 10,000 square feet of prime office space in Calgary and employs 35 people. Gerwing is proud to be involved in developing industry-leading environmental technologies along with researchers in Canada, China and Israel, who are deployed commercially in the field. These environmentally-friendly technologies offer significant cost savings to clients in addition to reducing their environmental footprint.

As Earthmaster has grown, Gerwing has diversified his investments, now owning a total of four companies, and is always on the hunt for the next opportunity. Earthmaster, meanwhile, recently opened offices in Estevan and Winnipeg in addition to its three Alberta offices. Gerwing has fostered a culture of quality performance whereby Earthmaster provides a quality service and product to the client, while ensuring his employees enjoy a positive work environment. “Employee satisfaction breeds positive energy and, along with hard work and dedication, ensures quality service to our clients and a healthier environment for everyone.�

20

Ernst & Young Entrepreneur Of The Year 2012

CLEANTECH

Dan Balaban

Greengate Power Corporation

A

fter he graduated from the University of Toronto with a bachelor of science degree, Dan Balaban worked as a management consultant with two of the world’s leading professional services firms – before catching the entrepreneurial bug. In 1999, he ventured out on his own by founding Roughneck.ca Inc., a leading provider of software solutions to the Canadian oil and gas industry. But he saw an even bigger opportunity in the world of energy and had a vision to go beyond what was being done at the time in Canada’s wind energy industry.

In 2007, at the age of 32, he founded Greengate Power Corporation and set about acquiring more than 200,000 acres of land leases to develop wind energy projects at an unprecedented pace – initially funded entirely with his own money. Armed with “an SUV as his office and a wind map” of Alberta, he started building a company that today has a management team of 10, who make extensive use of consultants to help execute its growing list of projects in Alberta. It is currently developing eight wind energy projects across the province totalling 1450 megawatts of power and last year completed the sale of its 150 MW Halkirk I Wind Project – a move he described as demonstrating the “significant value of Greengate’s world-class, Alberta-based wind energy projects.” Next up is Greengate’s 300 MW Blackspring Ridge I Wind Project, which is expected to be Canada’s largest operating wind energy project upon completion.

Not only is he actively growing Greengate, but Balaban is a founder of the Alberta Clean Electricity (ACE) coalition and a member of the Entrepreneurs’ Organization (EO). He is also a member of the boards of the Independent Power Producers Society of Alberta (IPPSA) and the Pembina Institute.

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Ernst & Young Entrepreneur Of The Year 2012

Congratulations to the entire Greengate Power Corporation team. I am truly honored and privileged to share this recognition with you!

-Dan Balaban Greengate Power Corporation is a leading Canadian developer of wind energy projects.

Later this year, Greengate plans to commence construction of Canada’s largest wind energy project, the 300MW Blackspring Ridge I Wind Project.

Wind Energy generates new investments, creates local jobs, and cleans our environment.

To learn more, please visit us at: www.greengatepower.com

Greengate Power Corporation | Suite 710, 407 - 2nd Street S.W. Calgary, Alberta T2P 2Y3 T: 403-930-1300 | F: 403-514-0567 | E: info@greengatepower.com www.greengatepower.com

CLEANTECH

Evan and Shane Chrapko Himark bioGas

T

wo Alberta farm boys, Evan and Shane Chrapko, were taken by their parents to an auction to buy themselves one sow and one cow – instead of getting an allowance. It was a move that taught the boys about upfront investment, marshalling resources for operations (such as input costs like food and medicine), and it laid the foundation for their entrepreneurial careers. This was complemented by the university education that dad and mom Chrapko insisted the boys and their two sisters had to achieve: Evan became a chartered accountant and also obtained an Ivy League law degree. Shane earned a B.Sc. in agriculture and also became a certified professional agrologist.

After several extremely successful software ventures (cumulatively creating nearly $1 billion in liquid shareholder exit value), the duo teamed up with family friends, Bern and Mike Kotelko.

They fearlessly dove into a cleantech venture – Himark – converting manure from the Kotelkos’ Top-5 Canadian feed lot into green electricity. After patiently building the company from the ground up (literally), and applying for patents around the world, Himark turned the corner to profitability. The largest biogas plant in the world (under construction in the U.S.) is 100 per cent based on Himark’s technology. Evan and Shane are looking to convert disease-ridden waste into energy (biogas) and deliver game-changing algae technology with 500 employees around the world within five years.

When asked what being an entrepreneur means to them, both brothers responded without having to think about it: “Leave the world a better place than what you found it.” Keeping true to these values instilled on the family farm, the Chrapkos established a not-for-profit fund called BioWaste-to-Energy for Canada – an Integration Initiative Corp. (“BECii”). BECii pays cleantech companies in the waste-to-energy sector and in the algae sector to scale up their technologies and inventions, making them more market-ready. This will increase Alberta’s and Canada’s capacity to export cleantech know-how and technology, while creating knowledge jobs “in the back 40.”

24

Ernst & Young Entrepreneur Of The Year 2012

WASTE-TO-ENERGY TECHNOLOGY AND ENGINEERING WORLDWIDE

We would like to thank the staff and clients of Himark bioGas for their dedication. Our success is due to our visionary clients and our brilliant and tireless staff. We could not have become a finalist for Ernst & Young’s Entrepreneur Of The Year for 2012 without you.

Evan and Shane Chrapko

HimarkBioGas.com (formerly Highmark Renewables Research)

TM

CLEANTECH

Don and Dan Guenette Infratech Corporation

I

nfratech Corporation was founded in 1987. In 1989 Don and Dan Guenette took over sole ownership of the company, which designs and manufactures incineration-related products and provides state-of-the-art infrared imaging services. Infratech identified a need for specialized equipment in the production well testing industry, which led to the creation of Alberta Welltest Incinerators in 2005, and American Welltest Incinerators in 2012.

The original infrared inspection division provided the platform for future growth with regular maintenance work in more than 300 plants across Canada. The incineration division has provided equipment to clients around the world, and AWI is a leader in their industry. Don and Dan’s fiscal approach is “extremely conservative” and while development was not as rapid as could have been, they maintained consistent growth in all economic climates. Don and Dan have strong ties to their community and are committed to balancing business and family.

“Our organization has family roots and we try to maintain the small-company feel and attitude,” says Don. Adds Dan, “We’ve been very fortunate to have some great people working along with us from the very beginning.” As they look to the future, there are challenges in growing their new U.S. operations, as well as supporting and maintaining their existing clientele, but they remain clear about their purpose. “Our main business philosophy is to always strive to be the best at what you do and to not settle for second best,” says Don.

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Ernst & Young Entrepreneur Of The Year 2012

THANK YOU TO OUR EMPLOYEES & SUPPLIERS We’d like to thank our employees at Infratech and AWI for their hard work and dedication. Over the past 25 years it’s been a privilege working with you and getting to know your families. It’s the individual personalities and individual stories about your family life and time away from work that make Infratech such a special place to work. We appreciate the extra efforts that you show on a regular basis to meet deadlines and help the client meet their goals.

We would also like to extend a special thank you our valued vendors. We’ve been very fortunate to have developed so many strong and lasting relationships with vendors, many of whom we’ve worked with from the beginning, and they are a very important part of our team.

Business becomes much simpler when you build strong working relationships with clients. Our goal is to provide

WWW.INFRATECH.CC TF: 1.888.377.5432

the best products and services in our marketplace, and to keep doing it for a lifetime. It’s been so enjoyable getting to know our clients and in many cases our clients have become friends.

It has been said that “If you want to go fast, then go alone. But if you want to go far, go with family.” Our family at Infratech/AWI has worked with us to go far, and we are certain that together our journey will continue to be successful. We look forward to the future growth of our companies and seeing our staff grow and take on new challenges, that will continue to motivate us for years to come.

Thank you to all that have been a part of our story so far, as we’ve been truly blessed to have you with us on this adventure!

WWW.AWINCINERATORS.COM TF: 1.888.778.0960

MANUFACTURING

Henry Friesen Convey-All Industries Inc.

H

enry Friesen believes that entrepreneurs are 50 per cent “born” and 50 per cent “made.” Coming from the shop floor as a welder since he was 12 years old, Friesen first joined Convey-All Industries after a career in the transportation sector (bulk fuel) when he was approached by his (now) partners to join the company in 1996. Founded in 1983, Convey-All Industries used to be focused primarily on the agricultural manufacturing market. Today, thanks to Friesen the firm caters to the oilfield services (OFS) space to manufacture new conveyor systems for frac sand.

Friesen takes the view that the majority of good business ideas come directly from the customer. His philosophy is to listen to their feedback to seek out new business opportunities. Ultimately, it is the employees who really make Convey-All run smoothly and he places a high value on his staff and on making them happy.

Since pursuing the OFS space, the company has grown significantly under his leadership and the volume of orders for frac sand conveyors has increased exponentially.

Founded by Bob Toews, the company has evolved to keep up with the times and with changing markets and products. At the same time, Friesen knows that supporting the community is a key responsibility of any business and he and Convey-All have donated to numerous causes over the years. This also serves the interests of its employees because they feel pride in being part of something bigger than a company. Friesen works hard to create a sense of family and belonging within the company and looks ahead to continued prosperity as a result.

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Ernst & Young Entrepreneur Of The Year 2012

“

“It’s truly an honour to be a finalist in the Prairies Region for the Ernest & Young Entrepreneur Of The Year.

The success that I have been involved in at Convey-All is directly attributed to the outstanding people that I’m fortunate to be surrounded by. Our team of dedicated employees strive for excellence, and are not afraid to work hard to ensure we reach the vision for each of the products we produce.

Winkler, Manitoba | 1-800-418-9461

“

www.convey-all.com

I would like to sincerely thank each of our employees for working together to build Convey-All’s ongoing success story.”

Our products are designed together with our wonderful customers, with the goal of designing and manufacturing the best product available for our customer’s job-at-hand.

- Henry Friesen, V.P. Sales & Marketing, Convey-All Industries Inc.

Convey-All prides themselves in industry-leading frac sand storage and conveyors for the oilfield industry.

Convey-All’s multi-compartment seed tenders & high capacity tube conveyors are built to last and get the job done fast.

ting

Celebra

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Innovative

•

Quality

•

Solutions

MANUFACTURING

Dean Spence Dynamic Solutions Inc.

D

ean Spence started Dynamic Solutions Inc. in 2006 and hired his first employee in late 2008, just as the recession hit. His initial vision for the company was to be an independent firm that designs and manufactures high-quality products to the oil and gas industry. However, the business plan evolved to get through tough economic times and Spence branched out as the economy recovered. By early 2011, the company was growing fast and separated into two divisions to include DSI Thru Tubing Inc. As activity in the oilpatch continued to pick up, he also saw an opportunity in the Windsor market where the manufacturing sector had been hit hard, opening Dynamic Solutions Windsor Inc. in April of 2012. It has come a long way from its start operating out of his garage in the early days. Spence credits his people as a cornerstone of his success, but also views management and capital as the other two critical pieces of the entrepreneurial puzzle.

Today, Dynamic has grown to more than 60 employees and has shown an amazing resiliency to overcome any challenge in its path. It has emerged as a leading tool and service provider for the oil and gas market by combining innovation, service and responsiveness – qualities he instils in his employees. The long-term growth prospects for Dynamic include international markets as Spence continues to build a truly world-class provider of solutions and services as a best-in-class provider for both local and international customers as the company looks to the future.

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Ernst & Young Entrepreneur Of The Year 2012

When people say

don’t look down, the first thing we do

...is look down.

We’re rebels that way, and it means we get excellent shots.

But we’re not foolish. In fact, we’re extremely careful.

We’ve done the training:

· H2S safety certificates · the right PPE for the job · full liability insurance · injury-free since 2002

We go where you go.

And a few places you can’t.

epicphotography.ca 780-432-3742 photodesk@epicphotography.ca

MANUFACTURING

Nicholas Donohoe ICI Artificial Lift Inc.

N

icholas Donohoe believes firmly that hard work and perseverance are as important as opportunity when it comes to business success. “Problems and obstacles are often a matter of perspective,” says Donohoe, who joined ICI Artificial Lift Inc. nine years ago. “When presented, they seem to cause one of two reactions: immediate inactivity or immediate activity.”

Truly defining moments tend to come when seemingly insurmountable challenges face him. It is a test of his entrepreneurial resolve and Donohoe has proven he’s up for the challenge.

The company was originally founded in 2002 to develop a unique way to produce heavy oil (reciprocating the entire tubing string instead of sucker rods). Although the original technology was innovative, Donohoe and his team have been able to grow the business significantly by improving and adapting the technology to fit different particular market segments. The original technology now only represents three per cent of ICI’s yearly revenues, resulting in the development of additional revenue from this strategy of adapting the first concept.

This year, Donohoe and the team at ICI plan to continue to expand the domestic market, expand further into current international markets – it operates in Australia, Mexico, Argentina, Chile, India, Yemen and the U.S. – establish a physical presence in the U.S., and break into other international markets, such as Venezuela, Africa and the U.K. It also hopes to expand market segments with the introduction of its new Megalift product in North America.

Throughout the growth of the firm, ICI has been a strong supporter of the local community in Lloydminster including support for local sports teams and various community events.

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Ernst & Young Entrepreneur Of The Year 2012

MANUFACTURING

Jason Parks Profab Corporation

S

ometimes the choices we make can present hidden opportunities and that’s exactly what happened for Jason Parks. After leaving high school with a Grade 10 education, he got a job in a welding shop. Instead of being happy just to get a regular paycheque, Parks ventured out on his own and established what used to be called Professional Fabricating and Welding – a one-man shop with a truck operating out of a small warehouse. Today, that company started in 2003 has evolved in Profab Corporation – a multifaceted company with eight divisions and locations in Grande Prairie, Red Deer and Rocky Mountain House. Parks plans to expand his presence to include the Calgary market in the near future.

Parks is the type of entrepreneur who leads by example and through action. He worked alongside his team in the early years on the shop floor to prove his skill to his employees, most of whom were all older and more experienced than him. He now works closely with his top management and sales team. Profab’s number of employees is growing rapidly because of the team environment that the company has. Jason is a firm believer of treating his staff like family.

Looking back, Parks sometimes has trouble believing his good fortunes. “It was always a dream, but it was a very distant dream and it’s almost kind of surreal now,” says Parks. Among those good fortunes was being named the winner of awards program.

He’s humbled by such recognition, but these days he’s more focused on growing Profab – a company he considers his “baby.”

It’s clear that passion for the business runs deep with Parks.

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Ernst & Young Entrepreneur Of The Year 2012

Pride by Performance

It is an honour to be a finalist for Ernst & Young Entrepreneur Of The Year. This opportunity would not be possible without my amazing staff and great customers. The company is full of pride inside and out. It is the hard work of my team mates that makes the company succeed.

Thank You! - Jason Parks

Manufacturing | Construction | Machining | Pressure Equipment | Field Services | Coatings | Specialized Equipment

profabcorp.com

ENERGY – PRIVATELY HELD

Blaine LaBonte Cougar Drilling Solutions

B

laine LaBonte started with Cougar Tools in 1991 as a machinist. He worked his way up through the ranks, and, in 2007, he became CEO. In 2010, he rebranded the company as Cougar Drilling Solutions – taking a downhole tool rental company and transforming it into a complete drilling solutions provider: a multinational concern.

One indispensable element to his success is what he learned at the Owner/President Management Program at Harvard Business School. He doesn’t worry about the money. Instead, he focuses on treating his employees, partners and customers with the utmost respect. It seems almost too simple, but it’s worked wonders for LaBonte.

Another indispensable element is personnel. Keeping key people is a big part of LaBonte’s method. “Employee retention through career development is how we retain knowledge and wisdom,” says LaBonte. “The shift supervisor of today becomes the VP of tomorrow.”

LaBonte also implemented a lean operating model during the recession that has allowed the firm to stay productive, growing its revenue while others were struggling. Within the last few years he’s doubled the number of employees and projects next year’s sales at $100 M. Cougar DS has taken big risks and overcome huge challenges to achieve today’s success: global recession, export embargoes, civil wars and endemic corruption in import countries.

Cougar Drilling Solutions’ culture and future success boils down to three things: optimization, collaboration and education. It’s an approach that’s unlike anyone else’s in the industry, and it’s another way Cougar Drilling Solutions, and Blaine LaBonte, is proving itself a world leader.

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Ernst & Young Entrepreneur Of The Year 2012

Our emplOyees represent an incalculable wealth Of knOw-hOw. they’re Our greatest assets.

And, in all fairness, without these individuals, this Ernst & Young Entrepreneur Of The Year Nomination would never have happened. It’s all down to them. Thank you.

ENERGY – PRIVATELY HELD

Dean Shaver CSI Canada Safety

F

ounded in 2006 in a camper trailer with a laptop and a business card, Dean Shaver overcame seemingly insurmountable challenges to launch CSI Canada Safety that same year. After reaching “worse than rock bottom” following the collapse of his previous trucking business when BSE (mad cow disease) hit the trucking industry hard, he dusted himself off and set about creating a private company offering on-site health and safety services to the energy industry.

Based in Calgary and Bonnyville, Alta., the company now reaches across the Western Canadian Sedimentary Basin.

Currently employing more than 140 people, it all began after Shaver had his own workplace accident and saw how disjointed and unorganized the health, safety, security and environment (HSSE) industry was at the time. Raised on a farm in Saskatchewan, Shaver hand-picks his management team and puts a lot of emphasis on people and communication to keep up with an ever-changing industry. “CSI Canada Safety has led the industry in setting the highest example of standards for health, safety, security and environment, and so our frame of mind is not that of keeping up with industry changes, but helping the industry change to keep up with us,” says Shaver. “Our people are the heart and soul of our industry.”

Shaver has changed the entire oil and gas industry’s perception of HSSE, possessing a unique ability to create a culture of safety in an industry fraught with dangers. He knows those dangers firsthand, having worked the rigs himself. His skills go well beyond on-the-ground knowledge of safety, however. Since launching and growing his company, he has demonstrated business acumen in every area, bringing in key people he personally identifies with the instincts needed to take the company forward. Expect more explosive growth from CSI Canada Safety in the future.

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Ernst & Young Entrepreneur Of The Year 2012

e th ds r fo e rs y ne e t k or safe Calgar y w #106 - 3506 118 Avenue SE T2Z 3X1 ed our c n y Bonnyville rie age Box 8149, Alber ta T9N 2J4 e p For t St. John ex man e 10904 - 104 Street, British Columbia V1J 4E2 t Est. 2006 o i t n S tr y O s Dean Shaver ing Indu d i President / CEO Know Safety - No Pain v as o 1-877-919-7473 Pr & G No Safety - Know Pain l Fax: 780-826-7684 i O LET CSI MANAGE www.csicanadasafety.com YOUR SAFET Y NEEDS

Safety Tech Responsibilities and Expectations • • • • • • • • • • • • •

Work closely with On Site Supervisor to maintain Safety Regulations on worksite Assist in conducting regular Safety Audits and Site Inspections - Documented Ensure quality job-specific JSAs for tasks Promote and execute Hazard Awareness on worksite Assist to ensure quality Safety Meetings on worksite To stop any unsafe work and provide guidance for workers to eliminate hazards with the support of the On Site Supervisor To ensure 3rd parties are aware of company policies and procedures prior to executing their job Assist in Safety Drills, recording of and analyzing to make more effective Tracking any paperwork necessary to ensure Regulatory and Company Standards are kept in compliance To share industry incidents with On Site crews and review procedures to avoid possible incidents/accidents on current worksite In the event of an incident/accident, help On Site Supervisor to conduct a thorough investigation and provide reporting in compliance with Regulatory and Company policies Create and maintain Action Logs with Completion dates maintained Is not part of the conventional crew and does not get directly involved in tasks and general activities that the crew would generally perform. Observe and Assist.

Managing • Drilling Operations • Completion Operations • Construction Operations • Service Rig Operations

Health & Safety Services • HSE Manual Development & Production • HSE Training • Incident/Accident Investigation

Auditing & Training • Rig Startup/Lease Inspection & Auditing • Incident/Accident Investigation • ISNet World & COR Development & Auditing • Well Service BOP Training • Coil Tubing BOP Training

Lloydminster 203, 5101 - 48th Street, Alber ta T9V 3C6 Mail PO Box 12387 RPO 10 Lloydminster, AB T9V 3C6 www.tallrig.ca

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INTERNATIONAL INC. 2006

ENERGY – PRIVATELY HELD

Lance Torgerson Noralta Lodge Ltd.

B

orn in Calgary and raised in the northern Alberta town of Slave Lake, Lance Torgerson returned back to his native hometown after attending the University of Calgary and earning a business administration in management degree from the Northern Alberta Institute of Technology (NAIT), with a desire to start a remote workforce accommodation company that went above and beyond what was offered in the industry at the time. “I was told on many occasions that the company would fail,” recalls Torgerson. “It strengthened my resolve to make it work.”

At the age of 25, he formed Noralta Lodge Ltd. in 1997. He borrowed money from his parents, who remortgaged their home to loan him the capital, and started out with his first mobilized camp of 16 beds. “I was immediately all in,” he says. In the beginning, the company was run by Torgerson and one other staff member and has now evolved into thousands of rooms with hundreds of staff.

He remains the youngest town councillor in the history of Slave Lake and is clearly committed to the community in numerous ways as his company grew to one of the largest independent lodging companies in the country. Noralta Lodge Ltd. has hundreds of customers including some of the largest names in the oil and gas sector. When the Slake Lake fires hit, Torgerson immediately offered up his facilities to house displaced residents – one of many examples of giving back to the community over the years.

If history is any indicator, Torgerson’s resolve and determination are sure to take his company profitably into the future.

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Ernst & Young Entrepreneur Of The Year 2012

Thank you

to the Noralta Lodge Family

“A place where we are proud to have family and friends stay & work� is the mission statement that we are committed to at Noralta Lodge Ltd. and I am proud and thankful to our team members as they ensure that this statement is kept relevant and true.

I would like to personally thank each and every member of the Noralta Lodge family for all of your hard work and dedication that has led us to where we are now as a company. Your commitment and passion has been integral in making Noralta Lodge one of the premier lodging companies in the industry.

Thank you! ~ Lance

noraltalodge.com

ENERGY – PRIVATELY HELD

Gerald V. Chalifoux Petrospec Engineering Ltd.

G

erald Chalifoux’s entrepreneurial instincts began at an early age, having started a janitorial services company at the age of just 14. Since then, he’s gone on to become a successful engineer who has worked globally and throughout Western Canada for a range of companies in the oil and gas industry. Chalifoux also founded two high-growth oil and gas service companies, including Petrospec Engineering Ltd. where he remains president and CEO. He’s well known for his appetite for generating a culture of enthusiasm based on unique and challenging projects, whether it’s prior to or after launching Petrospec in 1997 in Edmonton.

Identifying the need for turnkey reservoir monitoring solutions to unconventional oil and gas companies, Petrospec originally focused on engineering, consulting and gas well optimization services. The rapid development of SAGD was underserved by reservoir monitoring service companies. Petrospec’s heavy oil experience pushed it deep into the market, at the forefront of demand in the monitoring business. In February of 2011, Chalifoux bought out two partners he originally brought on board in 2002. He later took on a private equity partner to have flexibility to expand the business.

Since then, the company’s staff has grown from 38 to 90 employees. He plans to have a staff of 110 by the end of this year. Keeping employees motivated and engaged has also been a core focus of his management style, placing an emphasis on career development and progression. The result is a company with one of the highest employee satisfaction levels and one of the lowest turnover rates in the industry. Petrospec is a leading technology company and as such, owes its success to a strong and professional group of engineers, technologists, field technicians and administrators.

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Ernst & Young Entrepreneur Of The Year 2012

BUSINESS-TO-CONSUMER PRODUCTS AND SERVICES

Dr. Alan Ulsifer FYidoctors

A

s a man who’s always liked to build things – whether it was organizing baseball and hockey teams in his youth or getting involved in volunteer groups in his professional career – Dr. Alan Ulsifer has always been driven by innovation. He also doesn’t like to lose. After winning an array of awards from optometry school, he went on to help build the largest revenuegenerating, independent optometry practice in Canada. It earned him kudos and awards from various organizations - rare for a health-care provider. So it’s no surprise he’s onto something even bigger these days.

After building a highly-successful independent optometry practice, he set out to take the industry in a new direction when he, and his partners, launched FYi Eye Care Services and Products Inc. in 2008, the brand more commonly known as simply, FYidoctors. In four short years, FYidoctors has become the largest independent eye care products and services company in Canada – the second largest overall – and is tracking to become the largest in the next year or two. He built the business on a concept of merging independent optometrists from across Canada and creating a model that allowed them to have more control over their practice, their equipment, supply chains and ultimately, their own destiny. Faced with criticism and doubt from suppliers and competitors alike, his vision and courage prevailed.

With an initial merge of 28 practices back in 2008, he and his team built a vertically-integrated company (from lens manufacturing and distribution, to eye care and retail), which is at the forefront of lens technology and proudly sitting at over 100 locations in 2012 while still growing rapidly. His foresight to reestablish the value and demand for modern eye care, with the focal point being a platform of strong independent doctors, is leading the company to become the recognized expert for eye services and vision products in Canada.

44

Ernst & Young Entrepreneur Of The Year 2012

What began as a dream of 30 eye doctors has quickly become a forward-thinking and patient-focused team with over 250 optometrists serving over 100 locations across Canada.

FYidoctors ... giving patients access to advanced eye care and the latest styles in eye wear.

[ thank you ] “I’d like to personally thank all of our talented and dedicated group of optometrists and staff who have made FYidoctors the success it is today. As CEO I often receive the accolades for our corporate achievements but it has always been and always will be the passion of our owner optometrists who drive the direction of this company and the optical industry in our country.” Dr. Alan Ulsifer

www.fyidoctors.com British Columbia | Alberta | Saskatchewan | Manitoba | Ontario | New Brunswick | Nova Scotia

BUSINESS-TO-CONSUMER PRODUCTS AND SERVICES

Dianna Davidson Magellan Vacations

L

uxury, jet-setting, top-of-the-line travellers have a unique link to Winnipeg made possible by Dianna Davidson. She has firmly dominated the online luxury hotel booking market in the U.S. and serves hundreds of thousands of well-heeled clients, booking high-end hotels for them around the world. This comes from a proven entrepreneur with good connections, along with expertise from her co-founder and brother, Dan. Yet, as the CEO of Winnipeg-based Magellan Vacations, Davidson has certainly built a distinct business model for a specific target audience.

She started the company in 2001 with the goal to provide a full range of personalized, luxury travel services. She formed strong relationships in a travel market that was becoming conquered by online travel agencies at the time. In the luxury market, this online, personalized model was unheard of – even ridiculed. When Davidson says personalized, she means it. Magellan Vacations is a full-service agency that includes concierge-style, high-touch, one-on-one service around the clock and has built a loyal client base as a result. It is a model that has thrived through all economic cycles.

“One would expect, with a product offering such as ours, that our clients would only be affluent travellers,” says Davidson. “The reality is, we also provide services to executives travelling for business, and for vacationers looking for a special stay.”

As a gifted entrepreneur and manager, Davidson realizes the impact her business has in all walks of life. She and her team at Magellan Vacations have been involved with all facets of the community, including organizations that range from CancerCare Manitoba to the Siloam Mission to the Addictions Foundation to the Winnipeg Humane Society, among others. “We want to make our charitable dollars count, so each year we opt to work with a few select partners, and do what we can to support the organizations that benefit our community,” adds Davidson.

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Ernst & Young Entrepreneur Of The Year 2012

torontoluxuryhotels.com

BUSINESS-TO-CONSUMER PRODUCTS AND SERVICES

Ryan Pomeroy Pomeroy Lodging LP

H

e started out washing dishes, working the night shift at the family hotel’s front desk and learning every facet of the hospitality industry. He went on to play professional volleyball around the world, but by the age of 24, Ryan Pomeroy tapped into his entrepreneurial instincts and rejoined the company. As the current president of Pomeroy Inn and Suites Inc. and Pomeroy Lodging LP based in Grande Prairie, Alta., he has built a brand based on a strategy of an unrelenting drive to succeed.

It helped that he comes from a family of entrepreneurs rooted in the North Peace, B.C. region inspired in large part by his father.

Pomeroy quickly learned what it really takes to run a hotel – let alone a hotel chain of family-owned brands. As he grew into his own, he has negotiated major deals, acquired significant financing to fuel growth, managed the operation of 60 properties and led the firm through the ups and downs of economic cycles – being tested at times like the recession of 2009. Each time, his business acumen has proven to meet the challenges before him through a strategy of empowering and encouraging his staff to equally rise to the occasion.

Today, Pomeroy Lodging owns and operates 20 businesses, seven of which bear the Pomeroy name. Since being appointed president in 2006, he has closed several major deals to position the company for success in the notoriously competitive hospitality industry. Pomeroy’s approach to operate in regional clusters has been essential to the firm’s success. As he looks forward, he’s now working with Olds College to combine an upcoming four-star property on the campus with a rural hospitality program, demonstrating his commitment to building the industry as a whole.

He has also worked closely with many community organizations over his years as president. “By focusing dollars directly back through strategic partnerships and sponsorships not only has each community benefited, it has led to strong brand recognition and customer loyalty,” says Pomeroy.

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Ernst & Young Entrepreneur Of The Year 2012

Celebrating Our People

Dear Team Pomeroy, I want to take a moment to sincerely say thank you for all that you do. The recognition I am receiving is a direct reflection of the hard work that you, our employees do every day to make our company so successful.

Together we have overcome obstacles and reached many milestones. By believing in what we do and taking initiative, the pride we have in our company is contagious.

It shines through our guests in the form of memorable experiences and creates loyal customers that will share those experiences with others.

As we continue to grow and move forward in the years to come, the basis of our business will remain the same, by making sound decisions that are mutually beneficial to our communities, our stakeholders, my family and the families of you, our valued employees.

Sincerely, Ryan Pomeroy

www.PomeroyLodging.com

EMERGING

Ken James Oak Point Energy Ltd.

F

or 10 years after graduating from high school, Ken James worked in various cities throughout Canada in all sorts of roles at all levels in the construction and forestry industries, demonstrating his leadership early on. He then decided to study chemical engineering at the University of Waterloo and graduated in 1989 with a dream to start his own company. In 1995, he co-founded KemeX Ltd., an engineering consulting firm.

His work there involved numerous projects in locations throughout the world.

While serving as CEO of KemeX, he led the development of innovative solutions to address issues on many oilsands projects, culminating in the novel 1nSite facility designs. KemeX was acquired by Oak Point Energy in 2011 and James now serves as co-CEO and co-president of that venture. He shares the roles with Bob Nicolay, former president and CEO of Enmax. James credits the team at Oak Point for contributing to his success and the strength of the company. “Exceptional results will only be achieved with exceptional people working in an innovative environment,” he says. “We have ambitious plans that will be feasible because of the intelligence, creativity and strength of our team.”

There is no shortage of challenges facing the team as they embark on an ambitious growth strategy, but there is little doubt that with James’ skills, experience and leadership – along with a strong reputation among industry peers and Nicolay’s proven track record – they will accomplish their goals as they rise to success in their field.

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Ernst & Young Entrepreneur Of The Year 2012

Superior SAGD development through applied engineering innovation

Oak Point Energy is working to transform the way in-situ oil sands development occurs. With our Tier 1 oil sands land and our modular, portable SAGD plant designs, we are bringing a new approach to cost and risk management, operability and environmental performance.

This transformation depends on a team that is dedicated, innovative and creative. The capabilities and commitment of Oak Point’s team were essential to developing our innovative technology and I am truly grateful for their continued contribution to our success.

Ken James Co-President and Co-CEO

403-206-6161 | contactus@oakpointenergy.ca www.oakpointenergy.ca

EMERGING

Lyle Michaluk and Cliff Wiebe Poseidon Concepts

L

yle Michaluk and Cliff Wiebe’s story is one of incredible achievement in a short time. “It was an idea founded on responding to necessity,” says Wiebe, president and chief operating officer of Poseidon Concepts. Adds Michaluk, who is chief executive officer: “Our affinity for customers has solid roots.” While working at a junior exploration and production company, the duo conceived, developed, field-tested and rolled out an innovative insulated, modular fluid storage system.

Oil and natural gas well completion costs had been rising due to the proliferation of horizontal drilling with multistage, hydraulic fracturing, and services and equipment were becoming scarce. Wiebe was sure there was a better way of handling the associated large fluid storage needs than the standard small steel tank or the traditional lined pit. He put his 25 years of experience into designing a new type of tank: easy to transport, cheaper to heat and above all huge in capacity at up to 41,000 barrels. The first prototype was tested in early 2010. By early 2011, Poseidon was doing business in the vast U.S. market. Late last year the company split from its parent, went public (TSX:PSN) and began paying a monthly dividend of nine cents per share.

Today, the Calgary-based company has a track record of over 2,000 safely executed fluid handling jobs. Producers have also discovered its profound environmental benefits.

“We are looking to evolve into a full-cycle fluids management solutions provider,” says Michaluk. Now active in 19 U.S. states, Poseidon is forecasting 2012 EBITDA of $210 million and intends to have more than 500 tanks in its fleet by the end of 2012. “Our focus is to keep growing the tank fleet, roll out new, complementary products and services, while delivering a sustainable dividend to our shareholders,” says Michaluk.

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Ernst & Young Entrepreneur Of The Year 2012

EMERGING

Regan Stevenson Sunpeak Multiwise

F

ed up with the poor quality of food available to students in university cafeterias and food courts, Regan Stevenson set out to develop a business plan while studying business at the University of Manitoba for a healthy food company that would provide top-quality, natural, food choices for students and busy families. Stevenson led a new venture team that initially won several business planning competitions and earned over $100,000 in cash and prizes to help turn an intensive class research project into a full-scale business operation. The result was the formation of Sunpeak Multiwise in 2007.

He faced a lot of challenges, including stiff competition from much larger and more established players, along with raising additional capital and marketing their idea.

Determined to succeed, Stevenson persevered and eventually signed distribution agreements with many major Fortune 500 food conglomerates in both food service and retail markets. It got Sunpeak’s products on the shelves of mainstream grocers across Canada, including Whole Foods Market, Sobeys, Vita Health, Choices Markets, IGA Garden Markets and several others.

Stevenson always had a dream to start up his own business, but was determined to first arm himself with the skills it would take to make the venture successful. He describes his style of leadership as “very hands-on, but giving employees room to grow.” He has a “no-door” policy that means employees can access him at any time. As a proponent of sustainability, this company is poised for growth to capture the increasing appetite for local, natural ingredients offered by a truly sustainable, health-conscious company.

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Ernst & Young Entrepreneur Of The Year 2012

TECHNOLOGY

Glenn Yuen and Trevor MacFarlane Dynamic Risk

T

hree years out of engineering school, in the basement of his parents’ home, Glenn Yuen started a consulting firm with just a single client in 1996. He had been working at TransCanada PipeLines in the field of risk management and saw a tremendous opportunity. By 2000, he had built Dynamic Risk into a specialized engineering and software solutions company that helped pipeline operators manage the safety of their assets.

Trevor MacFarlane joined Yuen in 2000 with a shared vision. Both believed that there was a better way and have committed their energy to building a company that could change the industry and improve safety, reliability and performance of the country’s pipeline network.

They realized that being an engineering software company, they needed to achieve a balance between the creativity they wanted and the process they needed. Operators expect engineering analysis to be accurate and complete – lives are at risk otherwise. They also expect partners to be clairvoyant in their needs. It’s a responsibility that Dynamic Risk enjoys.

“Our approach to leading the business was to start with building an outstanding culture where we have total alignment on vision and values,” says MacFarlane. “The process of building the right culture involves engaging employees in open and constructive dialogue, listening to their concerns and leading by example. We are extremely proud to have created a culture of excellence, diversity and inclusiveness where high-performance teams work throughout the organization to build creative solutions to our clients’ needs,” adds Yuen.

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Ernst & Young Entrepreneur Of The Year 2012

Building a high-performance organization takes a company-wide commitment. We want to thank all our employees and partners for their belief and unwavering support in establishing our vision of being a collaborative, innovative firm with purpose and inspiration. ~ Trevor MacFarlane and Glenn Yuen

#208, 1324 17th Ave SW Calgary, AB • www.dynamicrisk.net

TECHNOLOGY

Marcos Lopez Solium

W

hen Marcos Lopez was still in university completing his computer science degree, he developed a passion for building innovative technology. Shortly after starting his own company upon graduation, his team caught the attention of another startup getting ready to launch in 1999 and in 2000, Solium Capital took him and his company onto the team to lead the development of their platform.

That’s when it all started. He saw vast opportunities to build a global technology solution to deal with the complex obstacle course of regulations, tax issues related to stock option administration and trading. Since then, Lopez and the management team at Solium have grown the company to more than 1,600 clients and one million participants in more than 80 countries worldwide. Since its inception, Solium has been a pioneer in its industry. “We take great pride in being leaders of change and delivering the most innovative stock plan administration experience possible for finance and HR professionals, plan administrators and participants,” says Lopez. “We have been incredibly fortunate at Solium to attract dedicated and talented staff who continue to share the entrepreneurial spirit that has helped us succeed. Innovation is part of their DNA.” Within five years, Lopez envisions the company being more than twice its current size with more than $100 million in revenue. They have recently opened a European office and have established an initial footprint in the Asia-Pacific market. While operating globally, he remains cognizant of the local community, supporting organizations such as the United Way. As they embark on a journey of global proportions, Lopez clearly retains a humble approach to life even as the company aggressively pursues a vision of global leadership in their market.

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Ernst & Young Entrepreneur Of The Year 2012

TECHNOLOGY

Tara Kelly SPLICE Software Inc.

B

y the age of 35, Tara Kelly has started three companies, sold the first at a profit, sold part of the second one and is growing her third company rapidly.

Her entrepreneurial flair started when she was just nine years old, when she wrote her first computer program. Exploring the potential of technology became a passion – one that she has very successfully translated into various business ventures years later.

While working at one of her ventures, a health food and service store in Haysboro, she wondered if there was a better way to remind patients of their appointments. She quickly devised a plan called Simply Health Systems, but again wasn’t satisfied. So, true to her entrepreneurial spirit, pursued a different service model in enterprise marketing and voice messaging. Thus SPLICE Software was born in 2006.

She developed an innovative “voice merge” technology that provides an authentic human voice with personalized interactions across phone, video, texting, websites and email, allowing companies to easily and seamlessly communicate with their clients. Her goals for the future will be an expansion of the finance and insurance market, moving into emerging markets such as South America and South Africa. “International markets definitely have a demand for automated interactions that are humanized and we are very excited about the initial response, but we must choose our path carefully as SPLICE still has plenty of growth available right here at home in North America,” says Kelly.

She has grown her company organically so far, but plans to carry out future expansions through acquisitions as she raises capital to pursue a truly ambitious strategy. “International growth is just around the corner and we will be looking for great partners with local presence,” says Kelly.

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Ernst & Young Entrepreneur Of The Year 2012

Dear family, friends, clients and my fellow SPLICEer’s Being recognized as a Prairie finalist for Entrepreneur Of The Year is a true honour and I am deeply grateful to Ernst & Young for empowering innovators around the world.

My fellow SPLICEer’s, I am truly blessed to have the opportunity to know each of you and to work along side you. Thank you for bringing so much of who you are to work everyday, for making your mark on this company and for helping create a culture that I am so very proud of! May we forever challenge one another to make things a little better in all we do.

To my clients, thank you for allowing us the chance to work with you as a partner to create better communication experiences for your customers. Thank you for sharing the goals and vision of your organization and allowing us to be a small part of making it happen.

Working for you and with you, truly is our pleasure. We appreciate our seat at your table.

The apple doesn’t fall far from the tree and birds of a feather do flock together…So all I want to know is how did I get so lucky to be in a flock with such an amazing bunch! You truly are the mosaic of who I am! Thank you for the unconditional love and support. ...And to my boys, Raymond and Samuel, you inspire me everyday, to reach higher, to try harder, to love deeper and to create value. You make me want to be a better person. There is a great big beautiful world out there, go forward, add value and always believe in your dreams!

My name is Tara Kelly and I believe it can be better!

Tara Kelly President & CEO SPLICE Software Inc.

PROFESSIONAL AND INVESTMENT SERVICES

Terry Stephenson Blackjack Investments Ltd.

T

erry Stephenson is not your average accountant. While most people see the profession as being one of caution and an aversion to risk, Stephenson is the polar opposite – aggressive, with an inherent desire to seek calculated gambles.

After 10 years working for a large public accounting firm and for a publicly-traded oilfield service company, he decided it was time to venture out on his own. In 2005, he purchased not one but two companies, identifying their complementary lines of business. From there, Blackjack Investments Ltd. was formed and has since acquired 18 companies, all of them focused on three core areas: construction; environmental consulting and engineering; and equipment rental.

Today, privately-held Blackjack Investments’ strategy is to manage several complementary businesses in the energy and resource sector to help facilitate their growth. A cornerstone of Stephenson’s success to date has been a clear recognition of the people who work with the company – he has 600 to 750 employees at any given time. “Our success has come from continuously delivering timely and innovative solutions to our customers,’’ he says. “This success would not be possible without the hard work, dedication and credibility of our employees, from our trades people in the field, our accounting and administrative groups to our executive group.”

Blackjack Investments’ goal is to grow the top line by 25-45 per cent over the next three years while achieving earnings of 18-20 per cent of gross revenue each year. Because the company has achieved much of its success in smaller communities throughout Western Canada, Stephenson places a great emphasis on contributing to everything from local sports teams to volunteering for Habitat for Humanity, among many other causes. True to his farm roots, Stephenson is a shining example of the Western Canadian entrepreneurial spirit.

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Ernst & Young Entrepreneur Of The Year 2012

PROFESSIONAL AND INVESTMENT SERVICES

David Aplin David Aplin Group

D

avid Aplin is an engineer with an MBA from York University who spent several years working for Canadian National Railway, 3M and Eaton’s. He had an entrepreneurial upbringing and worked with his father in several family-owned businesses. When he found himself looking for work when one of his employers shut down, he discovered there wasn’t a local staffing firm that met his needs. So, in 1975 he set out to create his own – David Aplin Group.

Over the span of 37 years, the staffing company has firmly entrenched itself in the middle of the staffing industry with a model based on providing deep specialization by job category, a wide geographical scope across the country and a broad range of recruiting services. It now has 10 offices in Canada in four major segments: Aplin Professional; Aplin Office; Aplin Executive; and Aplin Outsource. It’s a formula that has proven itself over time as a “one-stop shop” for staffing needs. Aplin has persevered through many economic cycles. During the 2009 recession, Dave’s son, Jeff, was appointed president to steer the company forward.

The strategy worked and, today, the company is thriving again and ingrained into the communities where it operates. Dave says, “Our country works better when there is a spirit of volunteerism and corporate support in local communities. At David Aplin Group, we talk this talk and walk this walk!” The company is proud to match all employee donations to local United Way campaigns.

Many employees take the David Aplin Group corporate challenge to become active volunteers in their local communities seriously and choose to support such organizations as Volunteer Calgary, Kids Up Front and Distress Centres Ontario, among others. Dave is currently setting up the David and Grace Aplin Charitable Foundation – a testament to his commitment to philanthropy as the company embarks on a new era.

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Ernst & Young Entrepreneur Of The Year 2012

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PROFESSIONAL AND INVESTMENT SERVICES

Chris Izquierdo and David Cronin DevFacto Technologies Inc.

B

orn and raised in Cuba, Chris Izquierdo immigrated to Canada 13 years ago. David Cronin is a born-and-raised Albertan. Their paths crossed after working for several firms when the two began working at Time Industrial in Edmonton, having amassed years of technical experience. Over time, they learned what they liked and what they didn’t like in an employer and decided to start their own IT consulting practice in 2007 – DevFacto Technologies Inc. The dream was to create a different kind of company with a healthy workplace that allowed talent to flourish, while building superior software that had a brilliant customer service edge.

“We treat company culture as our most important asset; it is our workforce that makes us different and allows us to continually outperform our competition,” says Izquierdo. “For us it’s a simple formula: happy employees equals happy clients,” adds Cronin. They started out with just $1,000 of personal cash to start up the business. Over the following five years, DevFacto grew to 60 consultants delivering solutions for companies such as Enbridge, PCL Constructors, Viterra and Epcor, among others. It has earned them numerous awards to date – too many to mention – that serves as proof of their commitment to building a truly unique kind of company.

Instead of an HR department, they split the function into two divisions: talent and culture. Their distinct business model has served them well. Staff turnover sits at zero per cent – an amazing feat for any company, especially in Alberta. Community remains close to the hearts of both entrepreneurs as they donate to charities such as the Stollery Children’s Hospital in Edmonton and the Heart and Stroke Foundation. As they continue to grow, it’s clear that drive, ambition and determination are their biggest assets.

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Ernst & Young Entrepreneur Of The Year 2012

ENERGY – PUBLICLY TRADED

Don Caron Bri-Chem Corp.

D

on Caron has an eye for opportunity. He carefully sought out intriguing entrepreneurial ventures throughout his career and has continued to use his vast business experience expanding companies ever since.

As a serial entrepreneur, it’s in his blood. Starting at age 13, during summer holidays, he began operating heavy equipment for his father’s road building construction company.

After working several years in construction, he decided to pursue a completely different path in his career, becoming an accountant. Working in a large public accounting firm only set the stage for Caron to subsequently start up a private equity firm where he would seek out and manage highly-successful entrepreneurial business ventures in many diversified industries.

Caron sought out Bri-Chem Corp. in 2006 when the privatelyheld drilling fluids distributor was generating revenues in Canada of approximately $60 million a year with an employee base of 20.

Five years later, after taking over as chief executive officer, its revenues are reaching $200 million with a workforce of over 110 employees. The company completed three acquisitions, diversified its product offerings, entered into the giant U.S. drilling fluids market and accomplished the installation of North America’s first thermal pipe expansion facility for manufacturing of large diameter steel pipe. No small feat.

Today, Caron is focused squarely on the future of Bri-Chem’s continued success. “It is our goal to establish Bri-Chem as the North American leader for the distribution and niche manufacturing of drilling fluids and large diameter steel pipe.”

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Ernst & Young Entrepreneur Of The Year 2012

ENERGY – PUBLICLY TRADED

Brian Vaasjo Capital Power

W

ithin three weeks of spinning off a group of power generation assets from the municipally-owned Epcor Utilities Inc. into publicly-traded Capital Power Corp.

(CPC) in July 2009, Brian Vaasjo convened a leadership meeting for all management where he laid out a clear vision for the company and culture. Capital Power’s vision is to be recognized as one of North America’s most respected, reliable and competitive power generators. The dramatic and almost immediate shift that occurred speaks volumes about his entrepreneurial leadership style.

Under Vaasjo’s leadership, CPC’s initial public offering, which was the first major IPO after the global recession at the end of 2008, was successfully completed. From these early days Vaasjo implemented the corporate strategy and has worked with his team to develop the company into what it is today.

After 1,000 days of being a public company, six large power plants have been acquired, Capital Power’s interest in Capital Power Income LP has been divested, construction is complete on $2.2 billion of power projects, and more than $1.5 billion is committed to the construction of new Canadian wind projects. “The CPC team, with the support of our board and families, has achieved great things over the last three years – growing the company and at the same time creating a culture that focuses on execution and doing the right thing,” says Vaasjo. Aside from being intricately tied to the community through its various charitable giving initiatives, CPC has become an innovator in power generation and a leader in good governance under Vaasjo’s direction.

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Ernst & Young Entrepreneur Of The Year 2012

ENERGY – PUBLICLY TRADED

Jim Rakievich McCoy Corporation

O

il was trading at $10 per barrel and after a successful career with Manitoba-based Kleysen Transport, Jim Rakievich was recruited to McCoy Corp. to turn around its service operations. He’d already proven his leadership at Kleysen, so 15 years ago he took on the challenge. In 2001, he was promoted into the position of president and chief executive officer of McCoy after demonstrating his unique ability to solve problems. His work wasn’t done yet.

There were operational challenges; the board of directors needed a new leader and Rakievich rose to the challenge. He joined a long line of accomplished leaders in the history of the company first founded in 1914. After 10 years as the CEO, Rakievich has increased revenue to $154 million, refocused operations of the company and delivered products to 44 countries in 2011. “Over the past three years, McCoy has been reshaping itself into a pure play products and services supplier for the global oil and gas industry,” says Rakievich. “This will continue with additional focus on new product development in an increasingly technology-driven industry.”

McCoy, which provides equipment, services and replacement components for the oil and gas sector worldwide, operates in two segments: energy products and services, and mobile solutions. Rakievich has a handle on both of them. When he recalls the early years of his career, he says he took some risks that paid off and learned what leadership, execution and empowerment is all about. It’s one of the reasons Rakievich has been a proponent of McCoy being very active in the community. From the Ronald McDonald House to the Terra Centre for Pregnant and Parenting Teens to the Youth Emergency Shelter Society (YESS), Rakievich has found a formula for success on all levels.

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Ernst & Young Entrepreneur Of The Year 2012

you EXPECTED WE SuRPASSED

I am honored to be recognized as an Ernst & Young Entrepreneur Of The Year Finalist. McCoy’s success is dependent on the qualities and capabilities of our people and none of what we’ve accomplished would be possible without their loyalty and expertise. Thank you to all of our employees, partners and Board of Directors. Every one of you has contributed in making McCoy a successful company.

Jim RakiEvich PrEsIDEnT & CEO MCCOY COrPOraTIOn

suITE 301, 9618 - 42 avEnuE nW EDMOnTOn, alBErTa T6E 5Y4 WWW.mccoyglobal.com

BUSINESS-TO-BUSINESS PRODUCTS AND SERVICES

Maury Van Vliet, Todd Van Vliet, Scott Van Vliet Environmental Refuelling Systems Inc.

I

n 2004, Maury Van Vliet was set to retire from his remote helicopter refuelling business. His son, Todd, was practicing law, and his other son, Scott, had come home from managing a large cattle ranch in South America to assist him with the business. Scott saw the potential of refuelling for the booming oilsands business and talked his father and brother into taking a gamble to haul fuel and build tanks to serve the oilsands companies. As a result Environmental Refuelling Systems (ERS) was born in 2005.

The trio, with very different backgrounds, came together and contributed in different ways: Maury with his extensive business experience, Todd with his 20 years of varied legal practice and Scott with his “hard riding” can-do attitude.

From just a few employees, ERS has grown into a company of more than 150 employees today. Two boards were set up – an internal board consisting of Maury, Scott and Todd, to handle day-to-day business challenges, and an external advisory board comprised of people with years of experience and success in the business world.

Between the two, growth has been remarkable and consistent.

Facing all kinds of challenges, not the least of which include logistics and the up-and-down cyclical nature of the business, the trio has demonstrated an uncanny ability to stay a step ahead in this highly-competitive industry with creative (and patented) approaches to various industry needs. Throughout it all, ERS has also demonstrated its commitment to the communities where it works through involvement in all types of local sports teams.

“Coming from rural backgrounds, we recognize the importance of community and the need to contribute to its well-being,” they all agree. As they look to the future, this family trio sees good times ahead.

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Ernst & Young Entrepreneur Of The Year 2012

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BUSINESS-TO-BUSINESS PRODUCTS AND SERVICES

Kim Caron

Executive Mat Service Ltd.

K

im Caron sold his home in 1996 to risk it all with his family by building a niche business providing high-end rental mat service. As a self-described “born entrepreneur,” it was in his blood to take the gamble and Executive Mat Service Ltd. was incorporated in 1997. With just one employee, Caron handled every aspect of the business as it started to grow, despite intense competition from more established players in the industry.

Determined not to use debt to finance the growth of his venture, he relied on cash flow to expand into new areas of business, such as industrial towelling, uniform service and janitorial supplies – a strategy he still employs today as the company thrives in its completely self-sustainable facility using recycled energy. He relied – and still does – heavily on surrounding himself with a team of employees and advisers to build the business. Roland Batt was instrumental in sourcing, installing and maintaining production equipment. Today, he’s focused on technology innovation and acts as chief engineer, while Shawn Whitley has focused on developing the company’s award-winning service department.

They are extremely fortunate to have a team that understands the importance of quality and service in developing long-term business relationships – you are only as good as your last delivery is a motto preached at Executive.

The business has come a long way from its start as a one-man operation. Looking to the future, he is staying true to his roots of technological innovation, particularly with respect to safety and clean energy. Executive Mat recently became ISO 14001 (environmental management system) certified and COR Safety Certified.

The future looks bright – and green – for Executive Mat Service.

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Ernst & Young Entrepreneur Of The Year 2012

“It is a great honour to share this recognition with our team. I have been very fortunate to attract team members that share the same core values that I do. Hard work and a genuine desire to be the best has brought us success and should guide us well into the future.”

ISO14001 Certified COR Safety Certified

Executive Mat and Janitorial Supply #6, 115 - 28th Street SE Calgary, AB T2A 5K4 www.executivemat.com

BUSINESS-TO-BUSINESS PRODUCTS AND SERVICES

Angela Santiago The Little Potato Company

I

t wasn’t the career path Angela Santiago envisioned when she started her agricultural business, The Little Potato Company, in 1997 with a degree in political science. Working alongside her father – a longtime potato advocate since his days growing up in Holland – Santiago spent her first year on a small, one-acre plot near Edmonton. She shopped her baby “creamer-size” potatoes around at local farmers markets and ended up landing some prestigious clients.

Today, The Little Potato Company has grown into the largest brand in the creamer potato market with thousands of acres of the tiny potatoes planted in Canada and the U.S., now sold through major retailers and food-service companies throughout North America. Through technological innovation, determination and persistence, Santiago has overcome numerous regulatory and industry challenges to build a highly-successful business that she is passionate about in every way. She is now even pursuing potato-breeding programs in Canada, Chile, France and the Netherlands.

Her passion also extends to establishing several community relationships with local charities, industry associations and working with several schools to educate young people about the agricultural sector. “Being part of providing a healthy simple food product to people is a humbling and honourable way to make a living and is an exciting business to be part of,” says Santiago.

The best advice Santiago ever received is to “not compromise your values for anything and be willing to lose money for it.” It appears she has taken that advice, but rather than losing money has evolved her tiny operation into a vast, North American entrepreneur success story.

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Ernst & Young Entrepreneur Of The Year 2012

Save the potato. potato.

Save Feed the world. world.

Feed

TM

TM

To all our employees, growers, brokers and partners – thank you for believing in our dream and helping it come true.

To all our employees, growers, brokers and partners – thank you forLittle believing our dream and helping it come true.and The Potatoin Company specializes in finding, growing selling unique potato varieties across North America. It is on a The Little Potato Company specializes in finding, growing and mission to save the potato from bland and boring, and to better selling unique potato varieties across North America. It is on a feed the world with this delicious and nutritious vegetable. mission to save the potato from bland and boring, and to better feed the world with this delicious and nutritious vegetable.

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Business in Calgary and Business in Edmonton would like to extend our congratulations to the finalists of the Ernst & Young Entrepreneur Of The Year速 2012 Prairies region.

We wish you great success in your future endeavours.

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After a decade of crafting communications for the oil and gas industry, Stephen Ewart returned to journalism with an unparalleled perspective into the sector from the drilling rig to the executive suite.

Insightful, informative and entertaining, Stephen isn’t afraid to take on conventional wisdom, sacred cows or controversial topics.

Taking care of business, the Calgary way: Read Stephen Ewart, exclusively in the Calgary Herald.

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Buying Recreation • Recreation Investments

Buying Recreation Calgarians are eager to escape for rest and relaxation and continue to invest in properties in central Alberta and British Columbia.

Heather Ramsay

T

here is no question that Albertans are passionate about recreation and continue to invest in communities not so far away. Be it a small cabin in the hills, condominium on the golf course, ski chalet in the mountains or million-dollar estate home on the lake, Calgarians continue to seek out, spend money on and enjoy the simple pleasures of recreation in Alberta and British Columbia.

74 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

For some it’s a status symbol or a sense of accomplishment, while for others it is simply an opportunity to escape the humdrum of routine and the demands of daily working and living. Today buyers have options, be it outright ownership or fractional ownership. Some are combining both and also engaging in timeshares that enable them to travel the globe.

Buying Recreation • Recreation Investments

ecreation Currently, the most popular markets within a reasonable drive of Calgary are Sylvan Lake/Gull Lake/Buffalo Lake in Central Alberta, and the Invermere Valley and Shuswap Lake in British Columbia. Certainly Sylvan Lake, Invermere and the Shuswap have been popular hot spots for Calgarians for decades, but agents and developers say the trend continues and is likely to do so. And why wouldn’t it? These areas offer the personality, amenities, serenity and escapism, all

within a two- or threehour drive.

According to Scott Wallace of Maxwell Realty in Invermere, Calgarians make up the bulk of the community in the high season and continue to be the primary group buying in the area. “Our community more than quadruples in size every summer. The populaScott Wallace of Maxwell Realty tion of Invermere in the off-season is approximately 3,000 people. With winter and related activities, we see an increase to over 10,000. Then when the summer starts we crescendo to over 40,000 people.

A majority of our summer residents and visitors are from Calgary and area. We appreciate and are grateful for what they contribute to our local economy,” says Wallace.

Typically a very strong market and one that peaked in recent past years, the Invermere Valley has seen a drop in pricing and increase in inventory over the past six months.

“There has been pressure on pricing as a direct result of the number of listings available. Studio condominiums are available for $90,000 right now, which is a great deal. It’s a good time for buyers to get into the area. Longer-term projections are that pricing will take off again next spring and summer,” explains Wallace.

While the market may have softened in the Invermere Valley, things are on the climb in central Alberta.

The area boasts some of Alberta’s largest, cleanest and most beautiful lakes, and the development of new recreational hubs continues to grow. Kevin Lapp of Kevin Lapp Real Estate Team in Sylvan Lake explains that Albertans continue to invest in Alberta and that the market is starting to peak again in the area. “Recreational properties are sitting at strong values right now. We are seeing two key sets of buyers. The most common is young, successful professionals with active families who are looking for investment property and oftentimes tearing down existing buildings to put up a new home. The other is baby boomers who are either looking for a higher-end home for recreational use until they retire (that will become their permanent residence in a few years) or to build a luxury home as a permanent residence now,” says Lapp.

With a strengthening provincial economy, recreational real estate experts anticipate that the market will continue to improve. Inventory, be it existing or new community development or new home builds, are more readily available in central Alberta. Both Invermere and Shuswap are seeing higher levels of inventory in housing resale versus new builds, however, continued progress in new developments is still taking place. www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 75

Buying Recreation • Recreation Investments

“Price adjustments have already occurred and we are seeing a gradual and consistent increase in pricing. It’s the sign of a healthy market and we are certainly seeing more significant increases on waterfront properties,” says Lapp.

“Sylvan Lake has gone through a great revitalization process and a great deal has been invested in infrastructure, amenities and the development of new and different communities and condominiums. Gull Lake is also in a steady growth mode. It is a healthy lake with great water levels and properties on the market. When it comes to central Alberta, the benefits are certainly access, options and affordability.”

Here is a quick point of reference for anyone considering recreational property in central Alberta and just what your investment could get you:

$

250,000 a tear down lot in the cottage area

$

500,000 a condominium on the lake

750,000

$

a home in Marina Bay on the water

1M

$

a home

on the lake

Kevin Lapp of Kevin Lapp Real Estate Team in Sylvan Lake

For Wallace in Invermere, seeing Alberta licence plates is always a good sign. “We don’t have as many condominiums on the market right now but there is certainly active interest in properties under the $400,000 mark. There are more and more younger families moving into the area and an increasing number of people from Edmonton. Invermere has much to offer. Everything from outstanding rental properties to an incredible home on eight acres for $3.25 million. Anyone thinking about investing in the area, should carefully consider timing. There are certainly options and it’s a buyer’s market right now.”

If you are thinking about taking the leap and investing in a recreational property, here are a few things experts and agents suggest you keep in mind:

Access – be aware of access limitations during various seasons, access by private right of way or water only, seasonal maintenance, road quality and who is responsible for upkeep (municipality or owner)

Waterfront Boundaries – some properties have limits, especially along the shoreline that include a designated waterline or ownership of the lake bed but not surface rights Water Supply – know whether your water is going to be supplied by a municipality, privately-owned water system, well or co-op, or drawn directly from the lake or a river Sewage Systems – it is important to check on the status of any sewage system and if not on a municipal sewer, the state and status of the septic system or holding tank Heating Systems

– all heating systems (wood stoves, heaters, furnaces, etc.) must meet insurance requirements

Environment – look for and note environmental damage, especially on older properties, and consult necessary municipal authorities as required 76 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

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Buying Recreation • Recreation Investments

Sylvan Lake has gone through a great revitalization process and a great deal has been invested in infrastructure, amenities and the development of new and different communities and condominiums.

78 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

Buying Recreation • Recreation Investments

Survey

– current land surveys provide essential information in the purchase of a property as they outline boundaries, building locations, encroachments, water boundaries, road access and easements

standing between parties regarding family or friends who may also be using your property and if there are impending bylaws or restrictions

Severance and Setbacks

come with greater expenses and the overall state of a property and buildings should be assessed

– if planning on creating additional lots for family or resale, speak with municipal departments to determine requirements and feasibility

Zoning – ensure zoning meets intent of use as some recreational properties are zoned as seasonal only Co-ownership – make sure there is a clear under-

Expenses and Upkeep – aging properties

Taxes and Bylaws – locate and review all bylaw and municipal requirements, fees and taxes For those who are considering the mental, physical and emotional benefits of simply getting away, keep in mind you don’t have to venture far to find your diamond. Besides, Calgarians know where to find fun and are great neighbours! BiC

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www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 79

Bucking the Trend • Real Estate

Bucking the Trend While residential real estate prices are forecast to fall across the country, all indications are that Calgary will buck the trend.

By Heather Ramsay

W

hile real estate markets continue to shift across the country and prices are falling in major centres such as Vancouver and Toronto, all indications are that Calgary will buck the national housing sales trend. According to local and regional experts, the resale housing market in our city continues to recover and we are seeing more typical and viable levels of activity. It is anticipated that the momentum will continue into 2013.

80 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

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Bucking the Trend • Real Estate

Since the boom in 2007 when pricing peaked at $505,000 – and the market crash that followed with prices dropping to $417,000 – the real estate market in Calgary has been in a steady recovery mode. That is not the case in other Canadian cities, some of which have been enduring pricing corrections for months and are now suffering from a significant sag in their respective markets.

Since the boom in 2007 when pricing peaked at $505,000 – and the market crash that followed with prices dropping to $417,000 – the real estate market in Calgary has been in a steady recovery mode. That is not the case in other Canadian cities, some of which have been enduring pricing corrections for months and are now suffering from a significant sag in their respective markets.

“We are an economy fuelled by fuel,’ states Ted Zaharko, broker with Royal LePage Foothills. “With the overall improvement and confidence in Alberta’s economy, we’ve seen healthy migration to Calgary and in turn healthy growth in real estate.”

Zaharko anticipates that the trend will only continue. “It has taken a long time for the markets to recover and now with increased demand and lim-

ited inventory, it is very likely we will continue to see steady and moderate progress for a while.”

With year-over-year real estate growth in the double digits, Calgary’s increasing overall economic stability continues to support the market. From January until the end of August, home sales totalled 15,402 which is a 15.68 per cent increase over the same period in 2011. Of that, the single-family market gained 6.18 per cent, condominium apartments 10.92 per cent and condominium town houses 30.98 per cent. The average house price at the end of August was $427,591 and typically spent 41 days on the market.

The rates in major centres such as Vancouver and Toronto are telling a very different story. Even prior to the changes to the mortgage rules, there were indications that things were sliding in two of Canada’s hottest markets. Rates reported by the Real Estate Board of Greater Vancouver indicate an 11.2 decrease in sales activity this past July alone. That is 31.2 per cent lower than the 10-year July sales average and the lowest total for the month of July since 2000. Home sellers in the area continue to outnumber buyers, and it is taking 60-plus days to sell a home in the Greater Vancouver Area.

The average house price at the time of the report was $609,500.

In Toronto, rates dropped by 1.5 per cent in the same month. A midmonth resale housing market report indicated that during the first 14 days of August, rates continued to drop to

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BUSINESS IN CALGARY | www.businessincalgary.com

Bucking the Trend • Real Estate

“Calgary’s real estate market is currently four per cent off of peak levels. A 14 per cent decrease in new listings, changes to mortgages rules, low lending rates and the significant long-term economic prospects in our province are all key contributors to a healthy market and are bolstering activity.” ~Ann-Marie Lurie, chief economist with the Calgary Real Estate Board

7.6 per cent over the same period in 2011. According to the Toronto Real Estate Board, the lending rule changes, a 9.2 per cent increase in pricing and the additional and upfront cost of the Toronto Land Transfer Tax are key factors that are prompting potential buyers to put things on hold. Toronto’s average house price in August was $505,092.

According to Ann-Marie Lurie, chief economist with the Calgary Real Estate Board, there are a number of factors at play in the current market in Calgary. “Alberta led the country in economic growth last year. As the energy capital, we have seen the benefits of substantial business growth, increased migration and employment. Hence improved confidence and sustainability,” says Lurie. “Calgary’s real estate 84 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

market is currently four per cent off of peak levels. A 14 per cent decrease in new listings, changes to mortgages rules, low lending rates and the significant long-term economic prospects in our province are all key contributors to a healthy market and are bolstering activity. There will likely be some speculation on the local market over the longer term given the activity in other major Canadian cities, but we are not anticipating a price correction or major shift in Calgary’s market. The current stability and economic growth expectations are going to continue to support conditions.”

With the strength in the Calgary residential real estate market, other areas and communities are also seeing increases and benefits. Depleted inventories in the sin-

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Bucking the Trend • Real Estate

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Compared to other large markets, clearly the conditions are such that the market will buck the trends seen elsewhere. After 42 years in the real estate industry, Zaharko has seen all kinds of changes in real estate and the city. gle-family market has encouraged sales in the new home market, condominiums and alternate markets in smaller communities and towns surrounding the city. “The number of new home builds is certainly up and over the past year we have seen sales increases of 10 to 42 per cent in various communities surrounding Calgary. The increased demand in the Calgary market, slightly lower pricing in smaller centres and the features and value of smaller-centre living is catching the attention of buyers,” explains Lurie. “A recent affordability measures report released by RBC, indicated that Calgary is the most affordable city in Canada and with leading earnings and economic vitality, we will likely continue to see ongoing gradual increases.”

Federal government changes to mortgage rules in June, low lending rates and tight inventory will continue to strengthen the market in Calgary. Mortgage rule changes included the reduction of the amortization period of CMHCinsured mortgages from 30 to 25 years, mortgages of more than $1,000,000 no longer being insured and the amount of equity that can be taken out of a home reduced from 85 to 80 per cent. For buyers putting more than 20 per cent down on a home, the rules do not matter as much, because an insured mortgage is not required. Although interest rates remain low and there is rumour of a second-rate promotion, it is going to be increasingly difficult for first-time homeowners to get into the market.

“It’s important for potential buyers to be aware of what is happening in the market and be ready to make a decision to purchase. With inventory as tight as it is right now, buyers need to have financing prepared before they start looking at properties and be willing to act when new listings become available,” explains Zaharko. “We are in a strong market.

Waiting will only leave buyers disappointed because homes are not on the market long.”

As we move into the last quarter of the year, residential sales are expected to remain strong. With robust economic growth, it is forecast that resource economies especially will continue to see increases in job numbers, decreases in unemployment and encourage even more inter-provincial migration. Rental vacancies will be affected for a time, and then it is likely that housing values will move up as ownership becomes affordable as a result of higher wages and an increase in rent.

Calgary is a major centre and offers significant value for investment. Compared to other large markets, clearly the conditions are such that the market will buck the trends seen elsewhere. After 42 years in the real estate industry, Zaharko has seen all kinds of changes in real estate and the city.

“What we are seeing is encouraging,” he says. “The strength of the market and the overall activity and investment in Alberta will continue to contribute to the market, and rates will likely increase moderately between now and the end of the year. It’s a great and sustainable formula.” BiC

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www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 87

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Pacific Group Displays

CELEBRATES

By Mary Savage

15 Years

F

ounded in 1997 by Allan Scott, Pacific Group Displays (PGD) is one of those companies that tend to fly under the radar, yet their work is seen by thousands of people every year. Pacific Group is a leader in the North American custom exhibit design and fabrication industry, and their work ranges from interactive displays to custom exhibits.

VEHICLE GRAPHICS BANNERS www.grafitti.com SIGNS 403.247.5876 Congratulations Pacific Group on 15 years of excellence.

Photos from left to right - Canadian Pavilion Concept, Museum Interactive, Mobile Educational Trailer

What started as a one-man business has grown to become a thriving company and today, Pacific Group has customers around the globe. Tucked inside the Foothills Industrial Park, Pacific Group has 15 full-time employees working from their 15,000-sq.-ft. facility.

Over the past 15 years, PGD has proudly worked one-onone with many of the largest and well-known companies in the world. Project scope ranges from trade show exhibits, shopping mall kiosks and theme elements to museums. In all projects, PGD strives to maintain the highest level of quality and professionalism that their clients have come to expect and deserve.

PGD has worked with a wide variety of businesses that include the oil and gas sector, the agricultural industry, the educational sector, sports as well as arts and culture.

PGD have designed and fabricated many mobile displays that travel throughout North America – many of which are used in the educational sector. “Our mobile marketing trailers are on the road during the school year educating children with onboard agricultural exhibits that are geared toward school curriculum,” says Brett DeSouza, general manager.

For anyone who has attended the Global Petroleum Show, PGD has worked extensively with many North American com-

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panies that are represented at the trade show. Likewise, their exhibits are found at museums throughout Western Canada. In fact, Pacific Group is one of the only custom exhibit builders in Western Canada.

“Companies will come to us with a general idea, but they don’t always know what they want: how the display will interact with clients, unique space requirements, considerations for public and private space,” says Bobby Scott, vice president. “Usually we build an exhibit around their brand and what they want to accomplish at the trade show or event.”

According to Mathew Schmor, senior designer, PGD helps their clients through the entire process. “It’s a mixed bag with respect to what clients are looking for; sometimes they have strong brand guidelines, but generally we come up with a number of options and then refine it based on the customer’s needs,” says Schmor.

From interactive games for children’s exhibits to corporate customers, Pacific Group offers both mechanical and electronic products and services. “We offer a wide range of creative services which is accompanied by research and development: it’s working side by side with our customers and developing the idea in order to bring it to life. Most exhibits start with a simple conversation and with time develop into a full design solution,” adds Schmor.

Pacific Group has evolved into a full-service industry leader when it comes to custom exhibits. “Since our inception, we have stayed the course and grown the business to serve many business sectors, and we are continually looking to broaden our horizons,” adds DeSouza.

As PGD celebrates their 15th anniversary, they would like to extend a sincere thank you to all of their customers, business partners, suppliers and employees who have contributed to their success!

Call, click or visit: 204, 2880 45th Avenue S.E. T: 403.263.1909 • F: 403.263.1914 info@pacificgroup.ca www.pacificgroup.ca

Congratulations Pacific Group Displays on your 15th Anniversary!

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Pacific Group Displays Celebrates 15 years

Pacific Group Displays Celebrates 15 years

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or anyone who has entered the Atlantic Avenue building in Inglewood, they have likely stood in awe of the four-storey glass staircase. It’s rare to find this type of interior structure and it illustrates the architect’s creativity coupled with the fine workmanship of Prestige Railings & Stairs Ltd.

As a 100 per cent Canadian-owned company, Prestige believes in supporting the local economy and Canadian ownership allows them to support Canadian business and employment.

Known for their craftsmanship and attention to detail, Prestige manufactures top-quality railings, stairs and custom-designed enhancements for residential and commercial customers. They are recognized as one of the most respected, reliable and sought-after providers in this market.

As a 100 per cent Canadian-owned company, Prestige believes in supporting the local economy and Canadian ownership allows them to support Canadian business and employment.

“Our goal is to create ‘peace of mind’ for our customers; they can rest assured that they are receiving a quality product that will enhance their home or business for decades to come,” says marketing manager, Jacque Topuschak.

“Our promise is backed by our 24-year history and our long-term relationships with the artisans that handcraft customer requests; it is our commitment to excellence. The customer is our number one priority and it shows the dedication that they return to us. We are proud to have won the Consumer Choice Award (CCA) again,” adds Topuschak.

“We have won numerous CCAs for business excellence: it speaks to how important our customers are and how we run our business.” For more information please visit www. prestigerailings.com or call 403.250.1020.

92 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

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www.southland.ca/charters www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 93

CELEBRATING 30 YEARS OF BUILDING DREAMS AND COMMUNITY

By Mary Savage

A l bi H o m e s 3 0 y e a r A n n i v e r s a r y

p r of i l e

(Left to right) Allan Klassen, President & Managing Partner – Debra Mauro, Co-Chairman – Tom Mauro, Founder and Chairman

W

hen Tom and Debra Mauro sat down to talk candidly about their business, words like quality, innovation and the pursuit of excellence filled the room. But they also spoke of passion, humanity and a caring culture. Allan Klassen joined the conversation and together the trio spoke openly about building the business of Albi Homes Ltd. When Tom started the business 30 years ago, it was more about survival than the pursuit of excellence. “At 23, I had my first company and from a young age, I always wanted to earn money. But as you start to make money, your motivation changes,” says Tom Mauro, founder and chairman, Albi Homes.

Originally, the Mauro family emigrated from Italy when Tom was two and they arrived in Canada with nothing – except for their family name and a deep-rooted belief in their morals and values. “Tom’s parents instilled those deep values – like honesty, integrity and excellence,” adds Debra Mauro, co-chairman.

Albi Homes has built a business that represents those values and as the company has evolved, their vision has never

strayed. “When Tom started the company, he wanted his name to be synonymous with great quality and for keeping his word, and that set the foundation for a tremendous amount of pride,” asserts Allan Klassen, president and managing partner.

Today Albi Homes are found in 12 communities, they have 72 full-time employees, 150 contracted trade and supplier partners, and nearly a decade of awards. Indeed, Albi Homes are synonymous with excellence, innovation and passion.

FOCUS ON WHAT YOU DO BEST Unsurpassed craftsmanship, old-world charm and timeless elegance: that’s what you’ll find when you step inside an Albi Home. They have crafted an undeniable signature in the luxury homes market and they have created a lineage of fine and affordable homes – decade after decade.

“We have tried to focus on what we do best and that’s building luxury homes. Everyone has their niche and for

Albi Homes | 30 years | Page 2

Over the course of 30 years Albi Homes has ventured into different markets, but they have always returned to their original vision: building luxury homes and it is what they do best. those businesses that stay the course, they will do well. When you look at the million-dollar-home market, very few companies can compete with our volume and the level of customer satisfaction we deliver,” says Tom. Over the course of 30 years Albi Homes has ventured into different markets, but they have always returned to their original vision: building luxury homes and it is what they do best.

“Our vision is not to be a big corporation; we have stayed small for a reason and we are focused on a particular marketplace and customer,” says Allan. “Our growth will be determined by how we can generate activity with a satisfied customer and it’s the end result that really counts for us. We want to be the most desired brand in luxury homes – in the nation. We want to be a brand that people admire, they want to work with, work for and buy from – that’s our goal – one home at a time.”

THE PURPLE COW When Albi Homes talks about what differentiates them from other homebuilders, Allan fondly calls it, ‘the purple cow’ and it’s one of his favourite topics. “We make decisions based on delivering a great product – consistently. We demonstrated that during 2005-06 when the market was going crazy and we were the first builder to put a moratorium on our sales in order to control our growth during a very hectic time,” he recalls. “We did it again during 2008 when we started to see a rebound because we wanted to ensure we could deliver customer satisfaction and a great product. We cap our sales thereby generating a quality control system.”

Building a new home is a lengthy journey and the road to the front door is full of decisions: enter Albi Homes. “The experience of building your home reaches far beyond the tangible things. We try to understand our customer’s pain points – beyond the sticks and bricks. We assist them with things they might not have thought about, like making the transition from the building process to the living process,” he says.

“We build quality homes, we deliver an unbelievable product and experience, and for 30 years, that’s how we’ve built the company – and that’s why people choose Albi. Simply put, our focus is customer care first,” adds Allan. “We strive for excellence in communication between our customers and our trade partners and we measure our customer’s satisfaction three times throughout the course of building their home. Debra calls every customer after the process is complete and I guarantee you that this isn’t happening anywhere else in the city.”

As Allan has observed, Calgary offers some of the best homes in the world.

“Overall, the quality of the homes in this city and province are as good as you will find anywhere in the world. Many of the people who have built the homes in Calgary – for decades – have been working alongside each other for a long time and we have some of the best builders in the world here.”

Albi Homes | 30 years | Page 3

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Excellence in craftsmanship, the Wellington 5 show home in Aspen Summit Park.

HIRE CHARACTER, TRAIN CASH REGISTER Integrity, courage, accountability and strength are some of the traits you will find when you talk to the Albi employees and every staff member exudes them. The ownership and employees are completely aligned and they have created a powerful ‘culture of care.’

“We hire people that sincerely care and share the common belief that together, we can achieve anything,” adds Allan.

“Character comes first at Albi Homes. They’ve got to take pride in what they do, believe in quality and understand what teamwork really looks like,” asserts Allan. “Our culture is going to a customer’s house at 10:00 p.m. on a Friday night to fix a leak – it’s simply what we do.”

You will also find passion, commitment and leadership woven throughout the company and it’s one more reason why Albi Homes has built a reputation of excellence. “We have very high expectations and when they are not met, the employees step in to correct it – and that’s when you know you’re winning,” says Allan. “When people don’t align from

a cultural perspective, they don’t last here very long – even if they are high performers. All of our people have the same expectations as the foundation of the company.”

COMMUNITY BEGINS AT HOME When Tom’s parents landed on Canadian soil, they didn’t have extended family or a sense of community, but that didn’t stop them. They helped to build a community and opened their home to help families get a leg up.

Likewise, when Debra was young and complained about going without, her mother was quick to offer a trip to the Salvation Army – to show her what it truly meant to go without. “Giving back to the community is a part of who we are: it’s how we were raised. It’s not something we plan, it’s simply what we do,” says Debra.

Albi Homes has given generously to countless organizations and they have helped both the young and old – from all walks of life. But when they talk about helping those off the beaten path, they come to life.

Albi Homes | 30 years | Page 4

Congratulating Albi Homes on 30 years of outstanding craftsmanship!

Congratulations Albi Homes on your 30 year Anniversary!

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Albi Homes | 30 years | Page 5

A l bi H o m e s 3 0 y e a r A n n i v e r s a r y

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Beautiful exterior on the Monticino 3 show home in Timberline Estates.

In 2008, Debra called the Calgary Catholic School District and inquired about the schools most in need. She was directed to a school in Forest Lawn and after talking to the principal, she found a dismal parent-teacher turnout, kids who had never ridden a bicycle and the school grounds had fallen into a state of disarray.

Within a few months and with a bit of ingenuity, Albi Homes had collected a mountain of gently-used household items that would be sold at the first-annual school garage sale. The Albi Cruiser rolled into the parking lot and fed the families, and the Albi employees donated their time to clean up the grounds. But the most rewarding aspect of their efforts shone through while teaching the kids how to ride a bike: Debra had arranged for a special field trip.

Save for the Albi Cruiser, there was no logo banner splashed across the grounds and no corporate recognition – it was purely a selfless act of giving back to the community.

Albi Homes has hundreds of stories just like this one – helping the community and expecting nothing in return.

The Walk-In Closet is another organization that Albi

Homes has rallied behind. The Walk-In Closet helps women who are starting over – either they are new to Canada or starting a new life, but they have virtually nothing. The volunteer-run organization welcomes gently-used clothes for women, and thanks to supporters like Debra, the WalkIn Closet is helping less-fortunate women feel a little more confident – and that’s invaluable.

“Being in service is truly about ‘being in service’ and we work with some pretty incredible organizations,” adds Debra. “There’s nothing more rewarding than helping someone who needs it. We do it because we can, we want to and we should – it’s about being in service.”

FROM GRASSROOTS TO DREAMS When Tom, Debra and Allan talk about the future, their vision is filled with energy and once again, the room is filled with a relentless pursuit for excellence.

Albi Homes | 30 years | Page 6

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A l bi H o m e s 3 0 y e a r A n n i v e r s a r y

Albi Homes | 30 years | Page 10

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Building Community The entire staff at Albi believes it’s their responsibility to do more than just build beautiful homes in Calgary.

Giving back to this city they love, and to the fine communities within it, is a vital part of the way they do business.

Albi Homes | 30 years | Page 11

A l bi H o m e s 3 0 y e a r A n n i v e r s a r y

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Spacious and luxurious kitchen in the Monticino 3 show home in Timberline Estates.

“I have a vision of people and clients lined up at our door to buy a house. We no longer need a marketing budget as we are 100 per cent referral based,” remarks Allan. “I envision us on the cover of Builder Magazine as a company that’s doing everything right. We are one of the top 50 best-managed companies in the country and I envision us in our own community where we have a level of exclusivity – and today we are on track to turn these visions into reality.”

Building a home is far more complicated than most people realize and in order to deliver both an exceptional product and experience, it requires Albi’s unabated commitment to excellence. “Building a home is a system and it includes a myriad of bits and pieces. Our vision is to have a system that’s so seamless that we focus all of our energy on customer care – and we’re getting very close,” adds Allan.

As Debra so succinctly notes, their vision reaches well beyond building quality. “Our vision encompasses our entire team and collectively we are about something much bigger than ourselves.”

“In order to build a customer for life, you have to treat

them well and be very fair. Our customers expect something special and now we are building for the second generation.

Our focus is community and we build in first-class neighbourhoods,” says Tom. “We are living the dream, but we have to ensure we always compete at the highest level. We can’t become complacent nor satisfied – we have to continually strive for better and we haven’t seen our best day yet!” adds Tom.

4770 110 Avenue S.E. Calgary, AB T2C 2T8 (403) 236-4032 • www.albihomes.com

Albi Homes | 30 years | Page 12

Congratulations to Albi Homes 30 Years of Craftsmanship

Engineered Roof, Wall & Floor Systems

www.tech-wood.ca • (403) 230-2002

Congratulations Albi Homes on your 30th anniversary!

Calgary Division: 403-601-4546

Lethbridge Division: 403-328-5499

Medicine Hat Division: 403-527-7840

www.timbertechtruss.com

We congratulate Albi Homes on 30 years of success! #230, 1010 - 8th Avenue SW Calgary, AB T2P 1J2 Ph: (403) 263-8111 • Fax: (403) 263-8121

We wish Albi Homes many years of continued success!

It’s a pleasure working with the Albi Homes team!

8010 - 40 Street SE Ph: (403)259-4223 • Fax: (403) 259-4350 Albi Homes | 30 years | Page 13

Our sincerest Congratulations to Albi Homes on 30 years of exceptional business.

- QuinnCorp Communities

15 minutes to downtown Calgary, and seconds from all the amenities of Aspen Landing, Aspen Summit offers 3 single family price points featuring some of Calgary’s leading builders. for more information visit www.aspensummit.ca

Top Row (Left to Right): Darryl Reinhardt, Andrew Tenham, Kyle Easton, Jason Penley, Second Top Row (Left to Right): Evan Polowick, Danielle Ferguson, Marilen Cumming, John Parsons, Ray Bouillet, Danielle Cumming, Second Bottom Row (Left to Right): Patrick Whitson, Arlen Babcock, Colleen Strueby, Don Johanson, Kaitlyn Geleta, Sheri Hill, Bottom Row (Left to Right): Scott Lamont, Laurent Blais, Richard Geleta, Cody Warren, Joel Hall. Missing from photo: Chris Atkinson, Jean-Francois Chenier, Steven Dawe, Rodel De Jesus, Kirk Dixon, Kathie Geleta, Michael Jackson, Les Klein, Teresa Morneau & Nick Tenham.

BSEI Celebrates 35 Years

By Mary Savage

Looking Back‌ 35 Years of Partnership

B

risbin & Sentis Engineering Inc. (BSEI) is an Albertabased company located in Calgary and for 35 years, they have played a significant role in municipal engineering services for both rural and urban centres. The company currently operates under the name BSEI Municipal Consulting Engineers and was established in 1977 to provide these services to private sector clients, rural and urban municipal districts as well as provincial and federal sectors of government.

In September 1977, a partnership formed between Ken Brisbin and Dorlan Gates when they founded the company. Two years later, in January 1979, Vern Sentis joined the firm and became a partner in March 1979. The firm operated under the name Brisbin Gates & Partners from

inception to April 1982 at which time the firm was incorporated and the name changed to Brisbin Gates Engineering Consultants Ltd. in 1987. Gates retired on December 1, 1988 and the name of the firm was changed to Brisbin & Sentis Engineering Inc. (BSEI).

With the passing of Brisbin in July 1998, Sentis assumed full ownership of the firm. In 2000, Ray Bouillet became a partner with Sentis, followed by Richard Geleta in 2001.

Geleta had previously worked at the firm from 1980 to 1988.

In 2004, BSEI moved to their existing location to accommodate the growing number of employees, and they expanded their consulting fields to include mechanical process and electrical controls projects. The following year, John Parsons became a principal with BSEI. In 2012 Arlen Babcock, Steven Dawe, and Scott Lamont, became principals. The associates are: Nick Tenham, Darryl Reinhardt and Kirk Dixon.

BSEI 35 Years | Since 1977

BSEI is a member of the Alberta Construction Safety Association (ACSA) and has attained a certificate of recognition (COR). Throughout the decades, BSEI has upheld the strong commitment of the firm to continually educate their employees in safe work practices both in the office and in the field.

Throughout their 35-year history, BSEI has built an outstanding reputation that is reflected among their clientele base.

Throughout their 35-year history, BSEI has built an outstanding reputation that is reflected among their clientele base. Much of their business stems from long-term and ongoing involvement with a notable number of their clients.

They have provided services for some of the same clients since the late ’70s and early ’80s. As well, they have always maintained the available capacity to initiate work on a project immediately, once a request to proceed is provided.

“Originally, BSEI was established to service local municipal clients as well as provincial clients,” says Richard Geleta, president and director. “It started with small towns and grew to include provincial projects. In the early ’90s, we expanded the business again to include private land development.”

During the late 1970s, BSEI landed their first large-scale project with the City of Airdrie and it offers an example of one of their long-standing relationships. BSEI completed the water supply line running from Calgary to Airdrie and the sewer line running from Airdrie back to Calgary. “This project illustrated our ability to handle large-scale projects and proved to be a signature contract for us during the early years,” explains Richard.

In 2005, BSEI installed a second sewer line given Airdrie’s growth and today, the BSEI team is currently coordinating construction of a third water supply line. For over 30 years, the BSEI team has worked with the City of Airdrie to meet the demands of an ever-growing municipality. The longevity of this relationship is just one of countless client relations you will find inside the BSEI office; it not only illustrates their commitment to the client, but it also showcases a glimpse of BSEI’s expertise.

Recent projects have found BSEI working on a 2000-lot subdivision that includes waste water, potable water treatment, storage and distribution. They are also busy with a large residential subdivision that spans eight-quarter sections of land and includes various developers, located outside of the city of Calgary.

“We are in various stages of planning, approvals and construction,” says Geleta. “We plan the infrastructure to support concept plans, but we are not planners. We work with planners to provide infrastructure for their concepts.”

Page 2 | BSEI 35 Years

BSEI has also completed a few large-scale design-build projects in recent years and it demonstrates their ability to meet the ever-changing demands of the marketplace.

“The longevity of BSEI is testament to our commitment to our clients as well as the relationships we have developed with our suppliers, consultants and contractors. We have been very successful in terms of meeting our professional objectives of serving as a resource engineering/ infrastructure group to our clients,” adds Ray Bouillet, vice president, director.

Monterra development at Cochrane Lakes in Rocky View County

Inside the Business…

BSEI’s Methodology Over the years, one of the reasons why BSEI has been so successful speaks to how they operate the company: through their growth, they recognize their production capabilities and will not accept an assignment that would jeopardize their commitment to providing quality services.

Since BSEI specializes in municipal engineering, no additional responsibility is shifted to the contractor.

For each project, BSEI looks after their client’s unique challenges with a dedicated project team and they understand that successful projects require a collective effort – working both internally and with their clients, and they are proud to offer innovative and value-added solutions.

BSEI’s methodology has been successful in implementing three keys areas: PLANNING: The value of planning is integral to the client’s vision and it is achieved through communication with the planning project team. The focus is to achieve an outline plan/land-use approval that brings the client’s vision to reality.

DESIGN/APPROVAL: Developing practical innovative and cost-effective engineering solutions to achieve the approved vision.

RESIDENT PROJECT MANAGEMENT: Advancing the approved vision to reality.

BSEI is dedicated to providing the following services: CONSULTING: • Investigations and reports • Rate structure and tariff studies • Inspections and testing • Specialized forensics • Conclusions • Recommendations • Feasibility studies • Evaluations • Development agreements • Plan and document review MUNICIPAL ENGINEERING: • Raw water supply, transmission, storage and treatment • Potable water storage and distribution • Waste water collection, conveyance, treatment and

disposal (gravity or pumping) • Storm water collection, conveyance, management

and disposal (gravity or pumping) • Surface works (grading, concrete walks, curbs and

gutters, roads and lanes) • Detailed engineering surveys • Municipal infrastructure reports • Development agreement administration • Preparation and maintenance of record drawings • Construction certificate/compliance (CCC & FAC) LAND DEVELOPMENT, CONSTRUCTION MANAGEMENT AND PRE-DESIGN & DESIGN: • Evaluation of existing infrastructure • Concept plan engineering assistance • Pre-design • Cost estimates • Tentative plans • Detailed design • Specifications • Contract documents • Resident engineering • Financing documentation • Record drawings • Construction certificate/compliance (CCC & FAC)

7719 40th Street S.E., Calgary, Alberta Telephone: (403) 279-7235 •borger.ca

Specializing in Underground Utilities and Earth Moving

Congratulations BSEI on your 35th anniversary!

We look forward to working with you for many more years to come!

BSEI 35 Years | Page 3

POTABLE, WASTE AND STORM WATER TREATMENT AND PUMPING: • Identify requirements • Pre/Final-design reports • Cost estimates • Detailed design • Specifications • Contract documents • Resident engineering • Record drawings • Construction certification/compliance (CCC & FAC) ELECTRICAL AND CONTROL SYSTEMS AND SPECIAL PROJECTS: • Design and evaluation of: • Electrical • Automation systems (PLC/SCADA) • Construction supervision • Commissioning SUB-CONSULTANT SERVICES: BSEI has established a working relationship with subconsultants for provision of services in the engineering disciplines outside their scope of work. These include (but are not limited to): • Planning • Storm water • Geotechnical and materials testing • Agronomy • Environmental • Historical resources • Landscape architecture • Groundwater • Transportation • Legal survey

• Structural • Architectural • Biophysical assessment • Mechanical (HVAC) • Shallow utilities The concept of utilizing specialist consultants has been employed successfully on all major projects to date. This results in a team composed of highly-dedicated and wellexperienced individuals who, in most cases, are principals within the sub-consulting firm.

The capability of BSEI is demonstrated through numerous commercial, industrial, institutional, multi-family and residential projects that their employees have been involved with either at BSEI or through previous work experience.

RELATIVE PROJECT EXPERIENCE: BSEI has been directly involved as the project engineer on a number of land-development projects in both urban and rural country residential settings. They have administered and participated in some 350 reviews and development agreements encompassing in excess of 6000 acres of residential, industrial and commercial lands.

The capability of BSEI is demonstrated through numerous commercial, industrial, institutional, multi-family and residential projects that their employees have been involved with either at BSEI or through previous work experience.

C O N G R AT U L AT I O N S T O B S E I O N Y O U R 3 5 T H A N N I V E R S A RY !

C A N A U T I L I T I E S I S P R O U D T O B E A PA R T O F Y O U R C E L E B R AT I O N .

BSEI Utilities Ad.indd 1

Page 4 | BSEI 35 Years

8/21/2012 9:18:22 AM

Congratulations BSEI on your 35th Anniversary!

Wishing you many years of continued success!

Ph: 403.516.7851 • Fax: 403.247.2013 Suite 110, 7777 - 10 St. N.E., Calgary, AB

Ph: 403.286.1100 • Fax: 403.286.5318 10991 Valley Springs Road NW, Calgary, AB

We’ve enjoyed our numerous successful consulting team projects over the years.

We look forward to continued success with the BSEI team in the years ahead!

“Great plans shaping great communities” www.brownandassociates.com

Serving Calgary and region for over 20 years

Congratulations to all the professionals at BSEI in achieving the milestone of 35 years in business. ~ from your friends and colleagues at Maidment

Congratulations on your 35th Anniversary.

Thank you for the long standing relationship with Qualico Communities.

MAIDMENT LAND SURVEYS LTD. #17, 4703 Bowness Road N.W. Phone: 403-286-0501 • Fax: 403-286-6632

qualicocommunities.com

www.maidment.ca BSEI 35 Years | Page 5

The People Behind BSEI… An Amazing Team of Experts Inside the BSEI office, you will find about 35 employees who are committed to providing the best solutions for their clients. It’s a mix of young and seasoned professionals who reflect some of the brightest minds in the industry today.

“We operate like a family-run business and to some degree, everyone is involved with every project,” says Geleta. “Our organization is very flat, we have open communication and our doors are always open.”

Left to Right: John Parsons, Arlen Babcock, Steven Dawe

Lunch on Thursdays…

From June to August, the BSEI employees don’t have to make lunch plans on Thursdays.

Every summer, the employees form barbecue teams – each consisting of four people.

Each week, a new team steps up to prepare lunch for the staff. “It’s a competition to see who can come up with the best barbecue,” explains Geleta. “For the last barbecue this summer, the team deep fried a turkey and it was unique to eat turkey in August!”

As the summer ends, each team is rated by their co-workers and at the end of year, they are awarded a picnic-style trophy. The staff has enjoyed everything from pulled pork and salmon burgers to ribs and hotdogs. Toss in a few homemade salads and lunch is served!

The BSEI social club also hosts several teambuilding events throughout the year.

Page 6 | BSEI 35 Years

BSEI has always operated with this philosophy and it’s apparent the employees all support each other – regardless of the work at hand. “We have a phenomenal team of people and they bring an incredible breadth of experience to BSEI – something I haven’t seen with other employers,” says Arlen Babcock, principal. “We are all exposed to a significantly extraordinary variety of projects and we are always dealing with new challenges, but every employee has the ability to adapt – and that makes for extraordinary teamwork.”

John Parsons, principal, has been with BSEI for 12 years and recognizes the strength of collective expertise. “We have a lot of talented young people on board and everybody brings something different to the table with past experience. We are not one discipline – we handle many different facets of a project, so every day is different with new challenges. We are always learning and as a team; we are always growing,” notes Parsons. “Our industry is dynamic: the guidelines and requirements are always changing, and we are continually trying to streamline our abilities to handle these changes with efficiency.”

In an effort to promote ongoing learning, BSEI holds regular “lunch and learns.” The lunch seminars cover everything from the latest industry trends to new equipment and technology. Their employees are continually upgrading their skills through ongoing coursework and BSEI’s internal technology environment is leading edge. They also work with suppliers regarding new types of equipment and technology that’s applicable to their industry.

“For a small company, we are very versatile with the services we offer and we provide an excellent level of service,” says Bouillet. “We don’t venture into areas that we don’t have the expertise, and when those occasions arise we work with consultants that specialize in those areas.”

BSEI prides themselves on building great relationships among the staff and with their clients. “Our success is largely based on our core values: open communication, technical expertise, empowering our people and servicing the client,” adds Geleta. “We empower our employees to make decisions and provide answers – on the job – whenever possible and that comes back to running a flat organization. We have a fabulous staff and it’s the best this company has seen: they are committed, smart and very loyal, and they are the reason why we are successful.”

Giving Back…

To Rural and Urban Communities Companies give back to their communities for a host of reasons and often it’s because someone within the organization has a personal connection to a particular

cause. At BSEI, several employees have been touched by cancer – either directly or through a family member – so it makes perfect sense they have chosen to support the Alberta Cancer Foundation through a variety of companion events.

Geleta’s wife has spearheaded a fundraising team in support of breast cancer research and during the past five years, collectively they have raised over $300,000. The support has come by way of employees, clients, contractors, suppliers and friends – they have all shown tremendous support. Many employees participate in numerous fundraising activities for a variety of worthy causes.

BSEI is heavily involved with the Urban Development Institute: the technical committee, the executive committee, the environmental setback committee, and the shallow utilities committee. They are members of the Consulting Engineers of Alberta and at the University of Calgary they participate in the engineering associates program. The program helps students with real-life projects and BSEI has hired many summer students – some of which have gone on to work full time for the company.

Additionally, they are also involved with SAIT via the civil engineering advisory committee.

On the municipal side, BSEI has long been visible in the outlying communities and have supported countless fundraisers to help these smaller communities.

As BSEI celebrates 35 years in business, they pause from the workday to extend a sincere thank you to all of the clients, contractors, suppliers, business partners and employees who have contributed to their success – they couldn’t have reached this milestone without that support.

CENTRE EIGHT TEN Suite 110, 7777 - 10th Street N.E. Ph: 403.247.2001• Fax: 403.247.2013 www.bsei.ca

Congratulations on your 35th Anniversary!

Congratulations BSEI on 35 years!

Inland Aggregates 222, 885 - 42 Avenue S.E. tel: 403-531-3000 • fax: 403-531-3001 www.lehighhansoncanada.com

“Building community in Carstairs Alberta”

Congratulations on 35 years.

Honoured to be working with you!

EllisDon Construction Services Inc. #300, 7330 Fisher St. SE • Ph: 403.259.6627

202, 3907-3A Street NE Calgary, Alberta T2E 6S7 403-270-0567 • www.TerraSarDev.com BSEI 35 Years | Page 7

Almor Testing Services Ltd. 7505 – 40 St SE Calgary, AB T2C 2H5 P. 403.236.8880 E. general@almor.com

Congratulations BRISBIN & SENTIS ENGINEERING INC. on your 35th anniversary!

3613 - 33rd Street NW, Calgary, AB T2L 2A7 Phone: 403.670.7319 | Fax: 403.670.7301 | www.snclavalin.com

Proud to be in association with BSEI. Congratulations on 35 years!

• Field & Lab Testing (CSA Certified Lab) • Mix & Structural Pavement Designs • Subsoil, Ground Water & Failure Investigations • Moisture Density Soils Profiles • Earth Construction Monitoring & Control • Soils • Concrete • Asphalt • Grouts • Liquid Asphalt • Emulsions • Mortar

Serving the Construction Industry for Over 35 Years

35

Congratulations on 35 years in business which can only be achieved with an staff full of hard working and dedicated people. We are honoured to be a small part of your team.

403-710-3020 • 404 718 5th St N.E.

Avison Young is pleased to offer our YEARS! congratulations to BSEI on 35 years in business! www.avisonyoung.com

Driving innovation in commercial real estate solutions and services that support your business objectives.

FileStream Remote Backup Solution would like to congratulate BSEI on 35 years of continued success!

3.3125”

285010 Wrangler Way, Rocky View, Alberta T1X 0K3 Ph 403.273.1144 Fax 403.248.3730

2.3125”

Incorporated 1980

Suite 105, 200 Country Hills Landing NW (403) 239-8833 • www.filestream.ca

CONGRATULATIONS BRISBIN & SENTIS ENGINEERING INC. on 35 years of continued success

proud to be your landlord

BSEI 35 Years | Since 1977

10 Anniversary th

P

rogressive and innovative, Primary Engineering and Construction Corporation (Primary) is rapidly emerging as an industry leader in the energy sector, yet there’s not a drop of oil in their daily business. But, you will find them working underground and overhead: designing and constructing electrical utility distribution, roadway lighting and other shallow utilities in the residential, commercial and industrial development sectors.

Through their vision and high standards of excellence, Primary has emerged as an engineering and construction leader that specializes in electric utility distribution. By providing design, construction and design/build turnkey options, they have built a solid reputation as an innovative service provider for straightforward to highly complex projects.

With offices in Alberta and British Columbia, they work with a wide variety of clients including electric utility companies, developers, builders, commercial and industrial businesses, governments and private contractors, and they hold permits with APEGA, APEGS and APEGBC. In addition to their new development work from British Columbia to Saskatchewan, Primary has worked on every major hospital, airport and transportation project in Calgary as well as many in the outlying communities.

When the company was founded 10 years ago, their first project was a large-scale, highly-complex undertaking – and it set a commercial underground joint-use trench precedent. “Our first project was the redevelopment of Calgary’s General Hospital site,” says Guy Risdon, founding partner, past president and vice president of Calgary Design Build Services. “It was a combination of both residential and commercial development in a very dense space which was later branded by the city as The Bridges.”

Another early project for Primary showcased their innovative abilities in Calgary’s community of Mount Royal that was slated for a primary voltage upgrade and pole replacement project. The project provided many challenges due to the nature and scope of work, but Primary showcased their expertise with effective solutions that illustrated a commitment to effective project management.

Kevin Jones was hired in 2006 and was instrumental in forging new business in British Columbia. Kevin focused his first years growing the B.C. business and today Primary has three offices located in Victoria, Kelowna and Burnaby. In 2011, Jones was elected as president.

Recent projects have found the Primary team involved with the design and installation of electrical infrastructure to supply the new South Health Campus as well as up-

(Board members) Guy Risdon, Chuck Hurl, Kevin Jones and Dave Petersen

grades at Foothills Medical Centre, the Children’s Hospital and the University of Calgary.

“These three sites are in close proximity of each other and we organized a joint-feeder project,” explains Risdon. “There were six major underground feeders sourced from three substations that surrounded the area and we were involved with the costing, design, permits, construction support and commissioning. The infrastructure provides reliable capacity for both current use and future planned development.”

As Risdon has observed, a growing number of electrical consultants recognize that Primary is not in business to compete with them, but help them. “We specialize between the customer’s meter and the utility’s substation. We consult with the utilities to get that infrastructure in place and in this way complement electrical consultants who specialize downstream of the meter to supply their high demand for services. We are very proud of the confidence electric utilities and electrical consultants have in our team’s capabilities and we work hard to gain this confidence.”

In the fall of 2010, Primary merged with JLT Construction Inc., allowing the clients to be better served by providing solid turnkey solutions for any size project. Through years of working together, Primary and JLT had developed a solid working relationship and joined forces. Primary now capitalizes on their combined synergies with Chuck Hurl, vice president, construction, leading the division.

Primary specializes in joint-use trench projects, a utility construction innovation that was pioneered in Calgary by Hurl decades ago and is now expanding as a best practice throughout the country.

“For the past 12 years, our motto states, ‘we make the client’s pain go away’ and that’s exactly what we do,” says Hurl. “When our crews arrive at a site, they have a plan of

Primary Engineering and Construction – 10th Anniversary

the electrical system, the telecom system, the plan from the gas company, a street light plan – and it’s all layered on top of each other.”

As Hurl explains, Primary streamlined the process for the client. “The previous process would have had five or six different crews on site, at different times. The client would have multiple contacts and it would take much longer to complete the utilities installation,” adds Hurl.

“We have a reputation for trying new things and this approach is valued in the construction industry. Primary is a full-service provider and that fosters more innovation because of the joint thought-process,” adds Hurl.

“Land developers face a myriad of challenges and utilities are one of them,” asserts Dave Petersen, vice president, design. “They have to consider the environment, community interfacing, roadway lighting, supplying utilities, power, gas, communications and telecom – all of these plans have to come together and they can make or break a project.”

Primary provides a turnkey solution for their clients.

“Once you engage Primary, the problems are solved and the client gets an updated progress report,” adds Petersen. “Before any of us worked at Primary, we all sat in a manager’s chair and we know what it’s like to have a problem that you’ve hired someone to solve for you, yet it comes back unresolved. When we take on a project, we solve those problems for the customer.”

Congratulations on 10 years!

Foothills Medical Centre - Joint Feeder Project

Keynote Projects: Calgary General Hospital Site - The Bridges Development Mount Royal - Conversion Capacity Increase Deerfoot Meadows - Development, Servicing & Road Lighting Children’s Hospital - Development Foothills Hospital - Expansion South Health Campus - Development CrossIron Mills Mall - Development and Servicing, including Traffic Lighting and Road/Parking Lighting Calgary Airport - Expansionx West LRT - Electrical Concept Plan and Servicing

British Columbia Kelowna Hospital Expansion - Large system expansion through existing urban development, design/build Kelowna and Penticton - Spacial Forecast System Modelling BC Hydro - Residential Turnkey Program Development Vancouver Island - Residential Servicing

Saskatchewan Calgary Office 8458 – 23 Avenue NE Calgary, AB Ph 403-235-6005 • Fax 403-235-6030

Lethbridge Office 3235 – 2 Avenue N Lethbridge, AB Ph 403-634-2209 • Fax 403-317-1416

Saskatchewan Residential Turnkey Program - Development

Value Delivered.

Powerful 1-888-2BRANDT www.brandt.ca

Primary Engineering and Construction – 10th Anniversary - 2

Behind every successful business, you will find a team of dedicated experts – from management and administration to the crews in the field. Primary acknowledges their employees’ commitment with an annual recognition awards program. “The selection is completely by the employees: the staff chooses one person they feel best exemplifies each of our six core values,” adds Risdon. The employees are recognized and it’s a time of celebration at the Primary offices.

“One of our greatest assets is our people and it speaks to the quality of relationships we build with our clients and our employees,” comments Risdon. “Our ability to recruit and retain professionals with proven experience allows our customers to capitalize on that knowledge, completing projects more quickly and to higher standards, increasing our client’s return on investment.”

For Primary, the future looks bright and the executive team is confident the company will continue to grow.

“We provide an integrated service for our clients and there’s an abundant need for this type of service,” says Jones. “Our approach enables the customer’s business and that’s going to be a common experience no matter where we work. The spirit and ambition found in the boardroom speaks to the significant opportunities and every day we come back and try to do it better. It’s very energizing to us.”

Mission Statement

Acquire and retain electric distribution and public lighting clients by providing safe and efficient, highly developed design, design/build, operating and maintenance services.

Vision Statement

Primary’s services are preferred because clients recognize our combined spirit is of great value.

Value Statement

Employees are the most valued assets of our company, essential participants who create our reputation with a shared responsibility in fulfilling our mission.

207 - 39 Avenue NE • 403-873-0400 www.primaryeng.com

C o n g r at u l at i o n s

Congratulations Primary on your 10 year anniversary.

We look forward to working with you again in the future.

to Primary EnginEEring and ConstruCtion on thEir 10th annivErsary in businEss. We have greatly valued your involvement in building a successful launch at Artesia.

New Show Homes Opening September 29th liveatartesia.com

Bay 6, 2355 Pegasus Way N.E., Ph: (403) 250-3622 • Fax: (403) 276-3878 www.wdconstruction.ca

Primary Engineering and Construction – 10th Anniversary - 3

designing benefits ltd

your group insurance specialists Way to go Primary Engineering and Construction!

We wish you many years of continued success!

22 Bow Ridge Crescent Cochrane, AB Ph: (403) 851-9743 • Fax: (403) 851-1589 Toll Free: 1-866-851-9743 • designingbenef its@shaw.ca

We congratulate Primary Engineering and Construction on reaching their 10 Year Milestone and wish them continued success.

Lawson Projects is a purist Project Management Company based in Calgary, Alberta and providing services throughout Western Canada since 1976. We help clients reduce the risks associated with construction by merging disciplined business thinking with construction prowess.

ALLARD CONCRETE CUTTING & CORING INC. Residential • Commercial

Congrats Primary Engineering & Construction on your 10 year anniversary!

“See What I Saw” Ph: 403.813.7988 • Fax: 403.203.0936

4645 34A Street SE, Calgary, AB T2B 3J6 | Shop (403) 248-5740 | Cell (403) 861-0213 E: admin@crossroadscoring.com | W: www.crossroadscoring.com

Congratulations to the Primary Engineering and Construction!

We wish you another 10 years of success.

w w w. l a w s o n p r o j e c t s . c o m

#102, 7101 5th Street SE

Telephone: (403) 265-2000

Congratulations to Primary Engineering on 10 years in Business.

HD Supply Power Solutions • Colborne, ON • Winnipeg, MB • Calgary, AB • Langley, BC Visit us online at www.hdsupplyinc.ca

Provider of project accounting and project management software. #4 3530 11A Street NE Tel: (403) 769-1933 • Fax: (403) 736-0530 www.ssl-sol.com Primary Engineering and Construction – 10th Anniversary - 4

• Wire and Cable • Transformers • Switching • Poles • Hardware • Connectors • Insulators • Arresters • Fusing • Molded Rubber Products • Specialized Tools & Safety Equipment • CDM, Metering and Smartgrid Solutions

FOR EVENT PLANNERS, THERE IS NO SUCH THING AS A DRESS REHEARSAL.

E

very event is a reflection of the behind-the-scenes effort event planners put in – from the initial invitation to on-site operations. Whether it’s staging a public announcement event for an oil and gas company, producing a local festival, planning a gala fundraiser, creating an elegant dinner for 100, or coordinating a convention for 10,000, the event management industry is full of magic, expertise, and a lot of plain hard work.

Dr. David Allwright, Dean, BVC The graduates of this dynamic School of Business Bow Valley College diploma program understand the importance of a systematic and accountable approach to researching, designing, planning, coordinating, and evaluating every event. In fact, Bow Valley College Events Management alumni are job-ready upon graduation and hard at work as Event Planners throughout Calgary and the province.

The Event Management Diploma program is part of the Bow Valley College School of Business, headed by its new dean Dr. David Allwright.

Dr. Allwright comes to Bow Valley College from Mount Royal University in Calgary where he was the Associate Dean of the Bissett School of Business. He brings a wealth of industry and postsecondary experience with him to his new position, having spent 12 years with Mount Royal beginning as an instructor in accounting and strategic management. Most recently, he was responsible for the development of Mount Royal’s Bachelor of Business Administration degree, as well as partnership degree programs with Medicine Hat College and Red Deer College.

Dr. Allwright earned a Bachelor of Commerce degree (with Distinction) in accounting from the University of Calgary. He also completed a PhD in Strategic Management from the Haskayne School of Business. David has close to 20 years experience in the banking, retail, hospitality, and oil & gas industries as a controller and general manager. He has worked as a fur trader and store manager for the Hudson’s Bay Company in the Canadian arctic, and in administration & investment banking. David has also managed a chain of hotels for a real estate holding company.

Dr. Allwright joins a thriving institution – Bow Valley College serves 12,500 students annually and is poised to serve even more.

Located in the heart of downtown Calgary, Bow Valley College’s North Campus has been completely renovated with state-of-theart classrooms and labs. In January 2013, BVC’s new South Campus will open with expanded facilities, right across the street. A formal grand opening of the Bow Valley College South Campus building is slated for April 2013.

As BVC students graduate and move out into the world of work, even more doors open to them. Ninety-five per cent of BVC’s

Bow Valley College’s North Campus (and soon-to-be-opened South Campus) are part of a multimillion dollar expansion to provide increased access to education.

BVC Events Management grads are job-ready, planning large and small events as part of their practicum experience - like this event at the Telus Convention Centre.

career program graduates are employed in their field within six months of finishing their studies.

If your business would like to join Bow Valley College practicum host program, you’ll be in great company. Practicum hosts that have gone on to hire their BVC Event Management student placements include: Meeting Solutions Inc., Calgary Stampede, BMO Centre, GlobalFest, Trico Homes, Cenovus, Ernest & Young, Telvent, Lynn Fletcher Weddings, DMG Events, Visual Concepts, Delta Hotel, Hotel Arts, Palliser Hotel, and the Marriott Hotel. Call 403-355-1922 today!

If you’d like to find out more about the labour market driven career programs offered by BVC, call 403-410-1402 today! Bow Valley College also offers a variety of workforce training programs to help your business get further faster.

bowvalleycollege.ca

feed volume is recovered as distilled water,” adds Magnus. “Once the water has been cleaned, it can be recycled depending on geography.”

Founded in 1992, Aqua-Pure is a Calgary-based engineering and services firm. Fountain Quail is currently operating in the Marcellus, Barnett and Eagle Ford Shales with additional shale plays on tap.

WE CREATE I.T. VALUE FOR OUR CLIENTS Be “Future Proof” TODAY

Aqua-Pure and Select Energy Join Forces

T

he premier recycler of industrial waste water in North America, Aqua-Pure Ventures Inc. (AQE-V) has joined forces with Select Energy Services (Select) to form a formidable team in shale gas water solutions.

Select is an industry leader in the delivery of end-to-end water solutions and well-site services to energy producers. Fountain Quail Water Management, a wholly-owned subsidiary of Aqua-Pure, has recently partnered with Select – giving rise to a powerful team.

The new company, FQS Venture, combines industry leaders in oilfield waste water recycling, water solutions and well-site services.

FQS becomes a front-runner in the waste water treatment industry, capable of servicing multiple operators in virtually every shale and conventional oil and gas play across the continent.

“The venture with Select gives us access to the investment capital and human resources we need to meet current and projected market demand for our state-of-the-art technologies,” says Richard Magnus, chairman, Aqua-Pure Ventures. “Teaming up with a company of Select’s size and reach will give us the scale to compete for nearly every project and we anticipate that FQS’s growth will be rapid in the foreseeable future.”

With more than 5,000 employees and $1 billion in annual revenues, Select sources, transports, tests, treats and disposes of water and fluids from well sites within every major North American shale play in an environmentally-conscientious manner. Aqua-Pure has leading-edge technology, about 70 employees and $8 million in annual revenues.

The joint venture will see Aqua-Pure’s technology NOMAD and ROVER added to the existing treatment portfolio, thereby increasing Select’s options available to customers’ water recycling needs. As well, the partnership seeks to make water operations more economical while finding ways to implement environmentally-friendly practices.

Since 2004, Fountain Quail has developed and refined its industry-leading technology for recycling flow back and produced water in North Texas’ North Barnett Shale. To date the company has recycled over 800,000 million gallons of shale gas waste water – water that would have otherwise been injected into deep saltwater disposal wells and permanently removed from the hydrological cycle.

“Our technology allows us to take highly-variable waste water and clean it – of which approximately 75-90 per cent of the producer’s

For more information, call, click or visit Aqua Pure Ventures 135 Commercial Drive, Unit 1 • Calgary, Alberta 403.301.4123 • www.aqua-pure.com

Congrats to Aqua-Pure Ventures on 20 Years of Success!

403.266.5238

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ROVER & NOMAD

Fountain Quail’s ROVER mobile clarifier package is a rugged, durable infield technology designed for primary treatment of shale gas flow back at or near the source. The self-contained system, that can treat up to 10,000 barrels of flow back and produced water per day, addresses some of the most pressing challenges faced by operators in shale gas plays across North America.

The ROVER system is an ideal solution for natural gas producers looking to reduce their costs of water sourcing, storage, disposal and transportation. The technology enables producers to recycle water on-demand near the well head; it removes suspended solids and returns clean brine that can be blended for reuse as hydraulic fracturing fluid.

NOMAD is a semi-mobile brine concentrator that utilizes a distillation process to produce fresh water from the flow back and produced water.

A Canadian Company with an extensive history of providing service & product to all industries.

Pyramid Corporation is an Electrical and Instrumentation Maintenance and Construction Firm serving the Petroleum, Petro-Chemical, Mining, Wood Products and Industrial Business.

OTHER SERVICES INCLUDE: • Shop & Portable Meter Proving • Shop Repairs • Rental Recorders

• Control & Safety Systems Maintenance • PLC Programming / Automation Services

• Preventative Maintenance Program • Control Panel Manufacturing

Congratulations Aqua-Pure Ventures on your 20th Anniversary!

Nisku Head Office - 2308 – 8th Street, Nisku, AB • 1-800-955-2988

Kenedy site in Texas.

www.aqua-pure.com

www.aqua-pure.com

TOM DEnnEhy, PRESIDEnT OF PEnTA COMPLETIOnS.

Masters

of the

Deep

by Mark kanDborg

T

here’s a lot to be said for focus. It gives a laser it’s power; a plasma cutting torch would be nothing without it; and it’s what Tom Dennehy brings to Penta Completions Service and Supply.

“We’re really focused as a company on what we do,” company president Dennehy says. “We have a very small array of products that we sell.”

What they concentrate on is rod pumping in the oil industry. You’ve likely seen the iconic pump jacks in the field as you’ve driven by. It’s an image that says ‘Alberta industry’ like no other. Penta designs those pumping systems and sells the sucker rods and control devices that optimize them.

Social scientist Malcolm Gladwell suggests that it takes 10,000 hours to become an expert. Dennehy passed that milestone years ago, and he started out learning from the best of the best.

“We had the very good fortune of working with the two people who were the pioneers in rod pumping design and analysis, Dr. Sam Gibbs and Mr. Ken Nolan,” Dennehy says, proudly. “Those two guys basically invented the science that we use. We were lucky enough to develop a business relationship right when we started and learn from them.”

As technology advances, there’s always more to learn, so Dennehy still bounces the odd question or two off

Having an encyclopedic knowledge of pumping system technology and what it takes to get oil out of the ground efficiently is at the heart of his business philosophy.

132

October 2012 | Business In Edmonton Magazine | www.businessinedmonton.com

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dynamom dynamomEEttEErrCards CCards Cards ards dynamomEtEr dynamomEtEr

Edmonton Edmonton

Calgary Calgary

EstEvan EstEvan

9543 9543--56 56Avenue Avenue Edmonton, Edmonton,Alberta Alberta T6E T6E0B2 0B2 Phone: Phone:(780) (780)436-6644 436-6644 Fax: Fax:(780) (780)435-4565 435-4565 E-Mail: E-Mail:sales@pentarods.com sales@pentarods.com

610, 610,910 910--77Ave AveSW SW Calgary, Calgary,Alberta Alberta T2P T2P3N8 3N8 Phone: Phone:(403) (403)262-1688 262-1688 Fax: Fax:(403) (403)234-0108 234-0108 E-Mail: E-Mail:sales@pentarods.com sales@pentarods.com

P.O. P.O.Box Box667 667 Estevan, Estevan,Saskatchewan Saskatchewan S4A S4A2A6 2A6 Phone: Phone:(306) (306)634-7399 634-7399 Fax: Fax:(306) (306)634-6989 634-6989 E-Mail: E-Mail:sales@pentarods.com sales@pentarods.com

www.businessinedmonton.com | Business In Edmonton Magazine | October 2012

133

“We’re never going to be the cheapest. But we’re always going to be the best.” ~ Tom Dennehy

TOM DEnnEhy, PRESIDEnT OF PEnTA COMPLETIOnS.

of the finest minds in rod pumping.

“Our questions are harder now. If we’re stumped, it’s not going to be as easy to figure out as it was in the past.”

It’s hard to imagine Dennehy ever really being stumped when it comes to what he calls “the art and science” of his trade. Having an encyclopedic knowledge of pumping system technology and what it takes to get oil out of the ground efficiently is at the heart of his business philosophy.

“I believe we have to have a reason for the customer to want to deal with us, because there are so many people you could buy these products from,” Dennehy says. “A one-inch sucker rod is a one-inch sucker rod. We had to develop our skill set to a level that they can’t get anywhere else.”

And he’s not afraid to share. Penta holds schools in the spring and the fall where they teach the theory of rod pumping to their customers. “It’s not our job to tell them which way to go. It’s our job to show them all the tools that they have at their disposal to get the job done,” Dennehy says. But, knowledge without will never replace knowledge within.

“As long as someone’s been working here for a year or two, we try to have everyone in the organization partake in our schools so that they have a better understanding of the industry and what we’re trying to do.”

The shipper, everyone in the organization. The receptionist?

“We haven’t put a receptionist through them recently, but we have in the past,” he says. “The better that everyone knows what we do, the better we operate as a company.”

Tom Dennehy is very clear on where the strength of his organization lies.

“It’s the guy that’s sitting outside my office here and the guy that’s packaging up the orders to ship them to the field and the service techs that receive them.”

He’s proud of his people, and they share his approach of helping the customer make the best decision for the best result. “Our salesmen are different, I think, from other salesmen,” he says.

“We have this comment made to us a lot, and I’ll quote it because I think it is more effective that way: ‘I like the way you approach this. Those other guys just want to sell me stuff.’ What we’re really interested in is proving ourselves on this project so there’s no question as to who you go to on the next project.”

This approach is definitely working.

Penta has gotten to the point where they’re doing everything they can to handle the business that they have available to them.

“The only way to grow it from here is to add more people, simply put,” Dennehy says.

Success hasn’t always been certain.

Back in 1987, when Michael Jackson was being listened to on walkmans and Robocop was playing on the big screen, Dennehy was sitting at a table with four co-workers, about to make the biggest decision of their young lives.

“We were working for a company that sold a lot of different equipment.

Then a product came along that was

very special, and we knew it,” he explains. That product was a fiberglass sucker rod. These five men (the name Penta is a reference to the number five) saw that this particular product required some special services attached to it if it was going to be successful.

And the company they were working for wasn’t providing it.

“As a group, we saw an opportunity.

The oil patch is a land of opportunity,” Dennehy says. “So we threw our money in a hat and walked out the door.”

Dennehy laughs at the hubris they showed in that fateful moment. “If I knew then what I know now, I never would’ve done it,” he says. “It was a total shot in the dark. We had no marketing plan. Nothing.”

They believed that hard work would see them through. And they were right.

But just barely.

“We started in July and I think the money was running out by October,” he recalls, leaning back in his chair. But as with all great stories, just as it looked like their dream was over, the phone rang. It was Amoco Petroleum, a big player in the industry, with an order for seven fiberglass strings. “That was the kick start we needed. It was also a mark of approval. We were able to build on that with other people,” he says.

Dennehy sums up Penta Completions’ legacy this way: “We’re never going to be the cheapest. But we’re always going to be the best. Whether it’s a new well or one that’s giving you trouble, you tell us how much, from how deep and we will show you what you need to get that oil out of the ground, as efficiently and reliably as possible. In the end, we will save you a lot of money.”

And you can take that to the bank.

www.pentarods.com

134

CALGARY (SALES & SERVICE) EDMONTON (HEAD OFFICE) 610, 910 - 7 Ave SW 9543 - 56 Avenue Calgary, AB T2P 3N8 Edmonton, AB T6E 0B2 Telephone: (403) 262-1688 Telephone: (780) 436-6644 Fax: (403) 234-0108 Fax: (780) 435-4565 October 2012 | Business In Edmonton Magazine | www.businessinedmonton.com

ESTEVAN P.O. Box 667 Estevan, SK S4A 2A6 Telephone: (306) 634-7399 Fax: (306) 634-6989

Gerting The Most • Small Business Week

2012

week

Getting the most out of Small Business Week Your need-to-know guide for five days of activities dedicated to small business

By Jesse Semko

S

mall Business week, which runs from October 15-19, pays tribute to the contributions that small and mediumsized business make to the Canadian economy.

This year, the Calgary Chamber has partnered with ATB Financial to launch SmallBusinessWeekCalgary.com to be the single-largest touch point for all events and activities relating to Small Business Week in Calgary. Think of this website as an easy-to-access hub where everything and anything that has to do with Small Business Week is posted,

making it easier for Calgary’s business community to connect with the activity they want to check out.

Let’s take a quick look at some of this year’s Small Business Week highlights, so you can hit the ground running.

Find an event to grow your business Small Business Week is an excellent opportunity for small companies to learn, network and socialize with their peers.

The range of events available to check out on SmallBusiwww.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 127

Gerting The Most • Small Business Week

2012

week

nessWeekCalgary.com includes networking events, learning workshops, trade show expos, the Small Business of the Year Awards and open houses with some of your favourite businesses throughout Calgary.

Stop wasting your time and find that must-attend event that’s perfect for your business.

Vote for a small business award winner Make sure to vote for who you think should win one of the five awards up for grabs during this year’s Small Business Week awards.

This year’s award categories include the Environmental Stewardship Award, the Community Service Excellence Award, the Innovation Award, and the Breakout Business Award. All finalists are eligible for consideration to win the prestigious RBC Small Business of the Year Award.

Profiles of the final award nominations for each of the award categories are on the SmallBusinessWeekCalgary.com website to review, with voting open to the public from October 1-14.

Host a learning workshop If you’re a larger company looking to connect with a small business audience, SmallBusinessWeekCalgary.com is the place to be. This website lets larger companies who either offer services useful to small businesses or are interested in hosting an event relevant to a small business audience to post what they are doing online where it will get noticed and attended by the right type of people.

It – quite simply – is the easiest way to get directly in touch with the largest small business audience in Calgary.

Sponsorship opportunities are still available. For a higher profile for your company, contact 403 750 0400.

Small Business Week Expo One of the highlights of Small Business Week is the trade show expo. This event is held before the Small Business Awards on Thursday, October 18. It gives businesses the opportunity to display their products or services, discover new businesses and network with other people in Calgary’s business community. The event typically attracts 100 to 120 exhibitors, and upwards of 300 attendees.

Tickets and booth information can be found at: SmallBusinessWeekCalgary.com.

128 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

Little players, big impact Small businesses play an important part in contributing to Calgary’s economy • Companies with less than 50 employees account for nearly 95 per cent of all business activity in Calgary.

• Over the past decade, the num ber of small businesses in Calgary has been on the rise, increasing from 41,379 in 2002 to 46,652 in 2011 – a jump of 12 per cent.

• Calgary had the highest number of small businesses per capita of the major cities in Canada last year – at a rate of 38.8 per 1000 people.

Source: Calgary Economic Development

Small Business Week Awards presentation Join 120 people from Calgary’s business community on Thursday, October 18 for an evening of celebration as we announce this year’s winners of the Small Business Week Awards.

Previous award winners have included such business standouts as Arlene Dickinson, TV host of CBC’s hit show Dragons’ Den and CEO of Venture Communications, as well as renowned chocolatier, Bernard Callebaut, and the founders of Spolumbo’s Fine Foods, Tony Spoletini, Mike Palumbo and Craig Watson.

This year’s winners include a number of innovative businesses. So, don’t miss out on this opportunity to meet and learn from some of the emerging stars of the city’s small business scene. BiC

BDC Small Business Week

TM

October 14–20, 2012

Take part in activities organized in your region! bdc.ca/sbw | 1 888 INFO BDC MEDIA PARTNER

On The Job • Small Business Week

2012

week

On the job Most small business startups go belly up in the first few years, but it doesn’t need to be that way

By Jesse Semko

H

ere’s a frightening statistic that’s bound to keep any entrepreneur thinking about launching into a new business venture up at night: more than half of small businesses fail in the first five years.

This happens for a number of reasons, including not being able to handle Alberta’s cut-throat competitive business environment or being unprepared and the challenges that come with rapid growth.

Fortunately, small business isn’t alone in its fight to buck this trend towards folding. It’s got an important ally in the Calgary Chamber.

Pushing for a small business tax reduction The Chamber helps the city’s business community succeed and grow. One of the ways we do this is through our 130 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

advocacy work. Our policy and government affairs department works closely with businesses throughout Calgary to identify areas that are creating headaches for companies by not letting them reach their full potential. We then develop and refine solutions to these problems that policy-makers can adopt to eliminate this red tape and improve our city’s business environment.

Over the last year, the Chamber has taken the first step towards petitioning the government of Alberta to lower its small business tax from three per cent to two per cent. This would help to preserve our province’s competitive advantage by keeping more money in the pockets of entrepreneurs.

“Alberta is at risk of losing its economic competitiveness to provinces such as Saskatchewan, which reduced its small business rate from 4.5 per cent to two per cent in 2011,” says Ben Brunnen, chief economist with the Calgary Chamber. “Reducing the small business tax rate will keep

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On The Job • Small Business Week

2012

week

“This is a big win for the business community, businesses now only have to worry about one cost instead of two, which saves both time and money.” ~ Ben Brunnen, chief economist with the Calgary Chamber

us competitive with other provinces, and put money back in the pockets of entrepreneurs to grow the economy and create jobs.”

To kick-start the process of a tax reduction for small businesses, the Chamber presented its plan as

a resolution that was accepted by the Alberta Chambers of Commerce during its annual general meeting earlier this year. These resolutions are regularly presented to Alberta politicians and bureaucrats to push for their implementation. That means an

Your Outsourced Human Resource Department and Business Partner

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132 • October 2012

BUSINESS IN CALGARY | www.businessincalgary.com

important first step has been taken to keep Alberta’s business environment competitive. And these efforts will continue throughout 2012.

Leading the charge on tax consolidation The Chamber has spearheaded a number of initiatives over the past few years to improve the economic landscape for small business.

In fact, one of our key wins has been leading the charge on tax consolidation.

A streamlined tax system saves businesses money and makes it easier for them to operate. Calgary, however, has traditionally levied two types of taxes on the business community: a business tax and a non-residential property tax.

This costs businesses more money in administration, and creates disincentives to develop property and operate a business.

To remedy this, we pushed hard for consolidating these two taxes throughout 2011. As a result of our efforts, city council agreed to consolidation starting next year. It’s believed that 65 per cent of businesses will now experience a reduction in taxes through this consolidation.

“This is a big win for the business community,” says Brunnen. “Businesses now only have to worry about one cost instead of two, which saves both time and money.” BiC

OCTOBER 2012

Energy Smart Series A new speaker series looks at the challenges and opportunities for the natural gas industry

Ben Brunnen, chief economist with the Calgary Chamber

C

anada’s natural gas industry is undergoing a seismic shift.

New technology and techniques such as hydraulic fracturing and horizontal drilling are opening up new gas re-

serves, and bringing previously untouchable supplies online, while lacklustre growth in the U.S. is creating a dip in North American demand. At the same time, economies in energythirsty Asia such as Japan are in desperate need of Canadian www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 133

2012 Board of

Directors Executive Dave Sprague – Chair

“Canada is leaving billions of dollars on the table with gas producers unable to access higher-price markets.”

– Ben Brunnen, chief economist with the Calgary Chamber

Glenn McNamara – Immediate Past Chair Leah Lawrence – 2nd Vice Chair Joe Lougheed – Vice Chair (Chair Elect) Rob Hawley – Vice Chair, Finance Adam Legge – President & CEO Directors Kelly Blackshaw Don Chynoweth Melodie Creegan William Flaig Doug Firby Arlene Flock Eva Friesen Guy Huntingford

energy but getting these resources to overseas markets remains a challenge as the transportation infrastructure has yet to be developed.

Meanwhile, as we drag our feet in developing this much-needed infrastructure, producers from competing countries such as Australia are reacting quickly to cement their foothold in this energy-hungry market.

“Canada is leaving billions of dollars on the table with gas producers unable to access higher-price markets,” says Ben Brunnen, chief economist with the Calgary Chamber. “A particularly pressing need is additional energy transportation corridors to the west coast as well as other transportation options that will give Al-

Rob Lennard Denis Painchaud Dilan Perera Linda Shea Chuck Szmurlo Paul Waddell Management Adam Legge, President & CEO Ben Brunnen, Chief Economist Craig Watt, Director of Programing & Connectivity & Chief Strategy Officer Michael Andriescu, Director of Finance & Administration Jackie McAtee, Director of Marketing & Communications.

Kim Koss, Vice President, Business Development Leading Business magazine is a co-publication of the Calgary Chamber and Business in Calgary The Calgary Chamber 100 6th Avenue S.W, Calgary, Alberta T2P 0P5 Phone: (403) 750-0400 Fax: (403) 266-3413 calgarychamber.com

134 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

berta producers access to Asian markets.”

To explore these issues as well as others relating to Alberta’s natural gas industry, the Calgary Chamber will be starting the Energy Smart Series in the fall of 2012.

This speaker series will consist of six keynote speaking events with leading industry experts and government representatives who will point to the path forward for Alberta’s natural gas industry. It will conclude in early 2013 with the release of a summary report highlighting the insights gained from this series.

For more information, visit CalgaryChamber.com.

Industry at risk of losing its social licence to operate

I

ndustry needs to up its game when it comes to touting the environmental track record and impact of its shale gas and oilsands projects.

At least, that was the message of Maria van der Hoeven, executive director of the International Energy Agency, who spoke at a Calgary Chamber event on August 15.

“We must develop these resources without endangering our environment or the welfare of our citizens,” said van der Hoeven, who stressed that producers must take steps to further engage the community and be more transparent on how these resources are being safely developed. “This is not just good PR; it’s good business.”

Among the challenges that van der Hoeven pointed to were cross-border pipelines, domestic and international concerns over greenhouse gas emissions resulting from oilsands development and uncertainty over fracking, a drilling method used to extract natural gas from shale gas formations.

To retain public support van der Hoeven pointed to several golden rules that industry can follow, including reacting immediately and decisively in the event that things go wrong, as well as turning to different audiences aside from environmental groups and non-profits when it comes to educating the public on the steps that are being taken to address environmental concerns.

“Let’s not make this mistake – the risk to industry of losing its social licence to operate is real,” van der Hoeven said. “I don’t need to tell you that underestimating public sentiment simply is not good business.”

Van der Hoeven also stressed that Canada has the opportunity to become a key energy supplier to Asia through the shipment of liquefied natural gas to countries such as China.

“The days when the U.S. market absorbs unlimited quantities of Canadian gas are over,” she said. “The future of Canadian gas is in Asia.”

Maria van der Hoeven, executive director of the International Energy Agency.

“The days when the U.S. market absorbs unlimited quantities of Canadian gas are over. The future of Canadian gas is in Asia.”

– Maria van der Hoeven, executive director of the International Energy Agency. www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 135

Upcoming Events From celebrating the city’s movers and shakers to providing businesses with the knowledge to grow their business, the Chamber has an event for every need

October 9, 2012 Wildrose Leader Danielle Smith Danielle Smith shares her observations on the U.S. economy and political climate, and how it relates to two pillars of Alberta’s economy: energy and agriculture.

October 24, 2012 Smart Cities of the Future Learn how cities throughout Canada can become innovative and prosperous centres that fuel sustainable economic development and a high quality of life.

October 10, 2012 Rollin Stanley, director of planning, City of Calgary Join us as the City of Calgary’s newly hired director of planning shares his vision for city development, and learn how these changes will affect both Calgary and the business community.

October 18, 2012 Small Business Week Business Trade Show and Awards presentation Peruse the 150 booths on display at the Small Business Week Trade Show Expo, then after celebrate the success of Calgary companies whose innovative practices are setting them apart from their competitors at the Small Business Week Awards presentation.

Photo by Jay Russell

For more information, or to register, call our events department at 403.750.0400 or visit CalgaryChamber.com.

New & Noted STUDENT MEMBER Fay Milan HUMAN RESOURCES CONSULTANTS Elevated HR Solutions elevatedhr.com

OIL & GAS CONSULTANTS James E. Nemrava ACCOUNTANTS CHARTERED Beverley K. Foy

MARKETING STRATEGY CONSULTANTS Fuse Creative Communications Inc. lightafuse.ca

SOFTWARE Kudos Inc.

kudosnow.com

RECRUITING SERVICES Human Edge Global humanedgeglobal.com

CONSTRUCTION COMPANIES Trojan Industries Inc.

TECHNOLOGY Western Site Technologies Inc.

trojanindustries.com

westernsite.com

TELECOMMUNICATIONS WiMacTel Canada Inc.

GOLF COURSE Copper Point Golf Club

wimactel.com

copperpointgolf.com

AVIATION Sunwest Aviation Ltd.

INTERIOR DESIGNERS Spur Interior Design Inc.

STONE - NATURAL Global Stone Inc.

PUBLICATIONS The Rockfiles Inc.

sunwestaviation.ca

OIL & GAS SERVICES/ SUPPLIES JBL Petroleum Equip Ltd. RETAIL - CLOTHING The Jones Group

spurspaces.com

rockfiles.ca

NON-PROFIT ORGANIZATION Telus Spark sparkscience.ca

REAL ESTATE INVESTMENT Vision Investment Properties viproperties.com

REAL ESTATE Alberta Real Estate Foundation aref.ab.ca

The Calgary Chamber is the original social network. For more than 100 years, we’ve been the city’s main connector of people, ideas and stories.

We’ve facilitated meetings, debates and gatherings with some of the brightest minds in Calgary to solve business problems, and push the social and political agenda in the way necessary to make our city a better place to do business. Throughout the years, we’ve grown and evolved to better serve the city. But our goal has always remained the same – do whatever it takes to make your business better. Membership is easy. Join today at: CalgaryChamber.com.

136 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

CRAFTING A SUCCESSFUL ANNUAL EVENT

By Gord Hawker

N

ovember 15th to 18th will mark the 26th annual Calgary Art Market Art and Craft Sale at the Calgary TELUS Convention Centre (CTCC). According to Art Market promoter Marlene Loney, the event has grown from 40 display tables in 1986 to more than 200 artisan storefronts in recent years. Not every consumer show has that kind of staying power, but Loney has found that, by focusing on quality and professionalism in both the event and the artisans who participate, Art Market has maintained a loyal following and manages to attract an additional 20 percent of first-time attendees every year.

“The consumers who support Art Market are those shopping outside of the box and looking for something special,” says Loney. “We recognize that people have busy lives, so we work hard to make sure the time spent at Art Market is positive and rewarding. The artisans have been carefully screened for quality and variety. Every vendor offers something special and different. Many have spent years perfecting their craft. Most of our artisans are travelling across Canada to showcase their work at events such as Art Market.

They stop in Calgary for just four days, so it’s feasible this could be a once-in-a-lifetime opportunity to find something truly unique.”

After so many years, Art Market is a Calgary holiday tradition and Loney can’t imagine holding it anywhere but at the CTCC. Her dates are scheduled years out. The quality and care that the CTCC takes in maintaining its facility, plus the extremely well trained and courteous staff, help create the right atmosphere for a successful event.

“Hosting our event at the CTCC gives our artisans access to a very urban-city clientele who appreciate the quality and diversity of the work being presented,” she explains. “Items run from $10 to $5000, so very few large venues can provide the right atmosphere for what can sometimes be a high-end purchase. The CTCC has always had a fiscal commitment to keeping the facility in top-notch condition. I’ve been to shows across Canada and I can honestly say the CTCC treats its clients better than any other venue. I only wish it were larger

CTCC welcomes 26th annual Calgary Art Market so we could grow Art Market even more and make it easier to absorb increases in our operating costs.”

Loney also credits the CTCC with helping her to build a successful annual event that provides significant economic spin-off benefits to Calgary through advertising revenues, dining, parking fees and more.

“Art Market brings 20,000 Calgarians into the downtown core. The added traffic helps make it a busy weekend for many other businesses in the area,” she says. “In addition, while Art Market artisans are in Calgary, many also negotiate business arrangements with local galleries and retailers so that economic activity continues beyond the event.”

It takes many of elements to craft a successful and economically viable annual consumer show and sale – the right location, the right audience, the right exhibitors and products.

Calgary Art Market and the CTCC have it down to an art.

Calgary Art Market, November 15-18 at the CTCC, will offer a wide range of unique, hand-crafted gifts such as rings (above left), and one-of-a-kind vases (above right).

Incredible locations and award-winning crews fuel Calgary’s creative energy

BY LUKE AZEVEDO

C

algary and Alberta’s film, TV and digital media industry continues to be a strong force, helping to diversify the province’s economy, while bringing national and international attention to our spectacular landscapes and award-winning crews. Calgary Economic Development is proud to support this community through the Calgary Film Commission and our Behind the Scenes initiative.

The Calgary Region continues to be a key location for film and television production. We welcomed new productions, including Sex and Sunsets and The Young and Prodigious Spivet. Local productions including Lloyd the Conqueror and The Burlesque Assassins have been screening at film festivals throughout North America and around the world. We again got to see the Calgary Region on the big screen this summer as The Bourne Legacy, the latest chapter in the Bourne film series, included a unit shoot in the mountains, much like we saw in 2009 when Inception filmed at Fortress Mountain.

We also welcomed back returning favourites, including CBC’s Heartland, which filmed its sixth season in Calgary.

Also returning to the Calgary Region to film is AMC’s series Hell on Wheels. Following a successful first-season shoot in Calgary, the series premiere became the second-highest rated première in AMC’s history. The second season premièred in August 2012, and is continuing to bring strong ratings for the network.

In May, Calgary was proud to host the 38th-annual Rosie Awards. The awards, presented by the Alberta Media Production Industries Association, honours outstanding achievements by Albertans in film and television productions. For our local film and television community, it was an especially exciting night as Calgary-filmed productions took both Best Feature (Lloyd the Conqueror) and Best Dramatic Series (Hell on Wheels). Calgary Economic Development, through its Behind the Scenes initiative, was once again a sponsor of the Rosie Awards. We presented two awards, including the Friend of the Industry Award, which this year was presented to William F. White’s Paul Roscorla and Paul Bronfman.

In June, the Calgary Film Commission, along with the Edmonton Film Commission and Alberta Film, travelled to Los Angeles for the Association of Film Commissioners International’s annual Locations Expo. This two-day trade show brings together film commissions from around the world to promote their cities and regions as filming locations. Location managers, producers, directors and other key creatives in film, TV and digital media production attend the event, and it offered a great opportunity for Alberta’s three film commissions to promote not only the

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Calgary Economic Development and the Calgary Film Commission are proud of another successful year in Calgary’s film, TV and digital media industry. fantastic locations available in our province, but our awardwinning crews and provincial grant program for film and TV production.

Our Behind the Scenes program on Shaw continues to inform Calgarians about the local film, TV and digital media industry. This year, our episodes provided access to TV shows including Heartland and Hell on Wheels, films such as Merry In-Laws and Borealis, tours of the William F. White warehouse and a feature on the Women in Film and Television – Alberta (WIFTA) Short Shorts competition. We are grateful to our Behind the Scenes partners (Alberta Film, ACTRA, AMPIA, the City of Calgary, IATSE 212, Teamsters and William F. White) for continuing to support this initiative and our efforts to keep Calgarians informed about the industry and its economic value to the city and province.

Calgary Economic Development was also proud to sponsor a number of film festivals, including the Calgary Underground Film Festival, the Reel Fun Film Festival, the $100 Film Festival, the Fairy Tales Queer Film Festival, and in October, the Calgary International Film Festival. We also sponsored the Rookies in the Rockies programming as part of the Banff World Media Festival in June, providing information and resources for first-time attendees of the festival, and providing insight from festival veterans and key players in the Canadian and international television industry.

Calgary Economic Development and the Calgary Film Commission are proud of another successful year in Calgary’s film, TV and digital media industry. It could not be accomplished without the award-winning crews, unions, guilds, associations and post-secondary institutions that make these projects successful and train and mentor the next generation of storytellers. We look forward to another strong year for film, TV and digital media production in 2013 and supporting the continued growth of Calgary’s creative industries.

Brand USA – The Giant Awakes

BY STEWART MCDONOUGH

F

or the first time in 236 years, tourism’s slumbering giant has awoken. The United States now has a federal tourism strategy and a national tourism marketing organization with an advertising campaign in market and more on the way. Are they planning to saddle up to the table to eat our tourism lunch or will they be inviting more people to the party? Probably a mix of both with the ratio to be determined by time, the quality of Brand USA marketing, and the ability of the Canadian Tourism Commission (CTC) to take advantage of an increase in attention geared towards North America.

Brand USA was established in March 2010 to lead America’s first global marketing effort promoting the United States as a premier travel destination.

More recently, in May 2012 the White House released a National Travel and Tourism Strategy with a 10-year goal to increase international visitation from 62.3 million in 2011 to 100 million in 2021.

Their first targeted markets include the United Kingdom, Japan and, of course, Canada. The first campaign wave launched in April 2012 with a marketing budget of $12.3 million (U.S.) to spend over three months.

Early results indicate the campaign is gaining traction. In an end-of-July open letter to industry, Caroline Beteta, interim CEO, Brand USA, reported 12 and 14 per cent growth in intent to visit from the United Kingdom and Japan respectively with similar results expected from Canada.

Reasons for concern Roughly $20 million (U.S.) of Brand USA’s $200-million annual budget is expected to be spent in Canada. From 2002 to 2011 Canada dropped from seventh spot to 18th among the world’s

Stronger promotion for America abroad should, in turn, lead to more international visitors for Canada too.

But the percentage of two country visits is small and the combination of the Americans enticing more Canadians to head south rather than “shop” Canada and attracting more travellers in our key markets to visit the USA may be a crippling threat to our tourism economy.

Recognizing the importance of tourism

“Land of Dreams” by Roseanne Cash used in Brand USA’s initial marketing campaign.

top tourist destinations leading to a risky over-reliance on Canada’s domestic tourism market. Compounded with significantly decreasing CTC budgets for international marketing, the strength of the Canadian economy and a favourable exchange rate, Canadian travellers are a ripe target for U.S. tourism marketing.

Canadian tourists already spend $16 billion a year more abroad than foreigners spend here, up from only $2.1 billion in 2001. Canadians are the lower-hanging fruits – between 2010 and 2011 alone visits by Canadians to the U.S. increased by more than 11 per cent to more than 20 million visits.

The challenge for Canadians is our federal promotion budget marketing the “Canada” brand is shrinking while the behemoth just south of us is investing heavily in the “USA” brand.

There is a small silver lining in this story because in 2010, approximately 517,000 overseas travellers visited Canada after visiting the U.S., representing 15 per cent of all overseas visits to Canada that year.

In launching Brand USA, our neighbours to the south have joined most countries around the world that recognize the importance of tourism as an export industry and invest in tourism marketing programs under a unified national brand.

The American federal tourism strategy and the resulting national tourism marketing organization were enacted primarily for economic reasons.

Brand USA is dedicated to increasing visitation in order to drive job creation and spur economic growth. According to the U.S. Travel Association, the average overseas visitor to the United States spends $4,000 per trip, and 35 incremental overseas visitors supports one new U.S. job.

The awakening tourism juggernaut to the south may encourage Canadian lawmakers to support proposals set forth by the Tourism Industry Association of Canada designed to strengthen the CTC at this critical juncture.

International travellers choose “Canada” first before specific destinations and experiences. If we act to bolster our own national brand, we can work as a united industry to mitigate the negative effects to our domestic tourism market and take advantage of millions of potential incremental visitors on their way to North America.

www.businessincalgary.com | BUSINESS IN CALGARY October 2012 • 139

Celebrating Local Innovation TechRev Innovators recognizes local, leading-edge technology companies

BY ANDREA MENDIZABAL

O

n September 18, 2012, local technology innovators were recognized at the fourth-annual TechRev Innovators awards at Mount Royal University. TechRev is an initiative of Innovate Calgary dedicated to recognizing achievements in the advanced tech sector by profiling local entrepreneurs to promote opportunities for investment and collaboration.

“Each year, TechRev shines the spotlight on local innovators with standout accomplishments,” says Pamela Boytinck, Executive Director, TechRev. “These companies represent some of the most forward-looking and promising tech ventures underway in the Calgary area.”

Advanced technology companies, ranging from earlystage pre-commercial to established leaders, are considered for TechRev Innovators. Nominees are evaluated on financial performance, operational growth and market viability. This year, more than 400 nominations were received. TechRev is proud to announce the 2012 TechRev Innovators: Business Infusions – With its Hospital and Veterinary Management System (HVMS) software, Business Infusions delivers a best-in-class technology solution to business savvy veterinarians and practice managers. Today, HVMS is found in top veterinary practices around the world. businessinfusions.com Dexterity Consulting – Using advanced data mining, machine learning and social media analysis techniques, Dexterity Consulting has developed a personalized social giving platform that matches a person’s value preferences and donation habits, and incorporates their social networks. dexterityconsulting.ca Hifi Engineering – Providing high-fidelity monitoring systems for oil and gas applications, Hifi Engineering has deployed fibre-optic sensing platforms in over 200 wells across North America. Their patented technology allows them to effectively address reservoir surveillance, well integrity, pipeline monitoring and leak detection. hifieng.com Hookflash – Hookflash recently launched an app that integrates with LinkedIn’s directory, giving business users access to instant and real-time voice, video and text. hookflash.com iConnectivity – iConnectivity is building music-enabling products for musicians to connect instruments to mobile devices and computers. They are currently adding new distributors, retailers and vendors as product is now available for purchase in North America, Europe, Australia and Japan. iconnectivity.com Pandell Technology Corporation – Delivering B2B solutions in the areas of e-commerce and workflow applications, 140 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

Pandell is working to ensure it can sustain the fast-paced changes of technology. Pandell has clients ranging from small startups to multibillion-dollar enterprises with offices worldwide. pandell.com Parvus Therapeutics Inc. – Developing nanotechnologybased medicines that hold the potential to cure autoimmune diseases such as Type 1 diabetes and multiple sclerosis, Parvus Therapeutics has captured the attention of the global medical community and biotech industry. parvustherapeutics.com SFN Biosystems – Harnessing the waste that comes from natural gas compressors, SFN Biosystems is providing a solution to oil and gas companies that are looking for ways to reduce their greenhouse gas emissions. Their patented technology recycles natural gas-based combustion byproducts, as inputs to a photo bioreactor to produce multi-use algal biomass. sfnbiosystemsinc.com Trusted Positioning – Solving the fundamental problem of today’s navigation and positioning technology, Trusted Positioning’s inertial/wireless navigation software platform provides continuous, accurate and affordable navigation and positioning for indoor and urban outdoor environments. trustedpositioning.com Zephyr Sleep Technologies – The MATRx system is a patented dental titration device used by sleep physicians and dentists to prescribe Oral Appliance Therapy. Having recently received FDA clearance to sell the MATRx, they can meet the significant demand built up for their product. zephyrsleep.com Zedi Inc. – Zedi has grown to employ over 500 people and currently serves customers in 25 countries, delivering products and services that help oil and gas producers better manage people, assets and information from the field to head office. zedi.ca Learn more about TechRev and read more about these and past TechRev Innovators at techrev.ca or follow them on Twitter @TechRevYYC.

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David Parker • MarketingMatters

MarketingMatters

By David Parker

T

he Calgary office of Karo Group has hired Kilpatrick “KP” Anderson as its new vice president creative director.

Mark Szabo, vice president/managing director, says Anderson is an internationally-recognized creative director who has worked for some of the leading agencies in the world. His work on brands like Nike, Fox Sports, Coca-Cola, Ikea, PlayStation, Black and Decker, and Yahoo has resulted in many awards including Cannes Gold Lions for Nike and Fox Sports.

Anderson has studied and worked in New York, Portland, San Francisco, London, Hong Kong, Singapore and Stockholm. It’s great to see people of his calibre being drawn to this dynamic city.

Karo has also been successful in arranging a partnership with BrandAlliance, one of the best-known leading-brand valuation firms, headquartered in London. And Szabo has been invited to speak at the International Petroleum Conference in Dongying, China, where he will give participants counsel on how to effectively communicate their brands when entering the North American market.

•••••••••••••• Having a coffee with Lorie Pulliam, I had to wonder after learning of her degree in kinesiology, a master’s in sports science with research in the area of neuroscience, and 30 years as one of the best sports mental coaches in the province why she is on the staff of an advertising agency.

Pulliam was asked by SAW Com-

munications president Spencer Fonger to counsel his staff on how they could best rise to their potential in helping clients use their marketing dollars wisely and creatively.

Her success and quick understanding of the industry has led to her staying on in the position of director of business development – and she and SAW are doing just fine.

Celebrating its 10th year in business, SAW is led by Fonger, and vice presidents Geoff Summach and Dave Imbach with a team who has built long-term relationships with a fine roster of clients. They have produced impressive materials for the likes of Devon, Suncor Energy, Calgary Stampede, Calgary Herald, Alberta Health Services, CANA, PricewaterhouseCoopers, BW Technologies, and helped CV Technologies launch Cold-FX. Besides it 17th Avenue SW Calgary head office, it has another in Edmonton and last year opened in Wailuku, Maui. This year’s big event was the hiring of Steve Pearson – illustrator and designer of some great Theatre Calgary posters – as SAW’s new creative director.

•••••••••••••• Woodruff Sweitzer has expanded its services to clients with the hiring of Juliane Farinazzo as events manager.

Jeff Groenweld, president of the Calgary advertising agency, says, “Offering in-house event management is a specialty few agencies offer, but we believe a key component in keeping our clients at the forefront of their industries.”

Farinazzo has lots of experience in event strategy, logistics and project management, armed with an MBA from FAAP University in Sao Paulo, Brazil, and a BA in tourism. She has worked as training event coordinator for SMART Technologies responsible

142 • October 2012 BUSINESS IN CALGARY | www.businessincalgary.com

for North America Central Region, Caribbean and Latin America, event manager for Avanti Consulting in Sao Paulo, and as a customer service representative in Walt Disney World in Orlando, Florida.

Woodruff Sweitzer has offices in Calgary, Kansas City and Columbia, Missouri.

•••••••••••••• Staff at Mosaic Studios had to suffer through an amount of sawing and hammering in their red brick home above 10th Avenue SW while redesigning the space into a more open area in order to welcome Indigo Ice. The two companies have merged and Indigo Ice founder and partner Mike Brown is now digital director at Mosaic and partner Margo McKee is Mosaic’s new creative director.

•••••••••••••• I hope a lot of people stand and stare at the hard-hitting billboards and study the newspaper advertisement campaign that ZGM Collaborative Marketing launched on behalf of the Calgary Drop-In Centre.

It was created by art director Leah Zukowski and copywriter Luke Devlin to help people better understand just who homeless people are and how they end up at the centre.

The last line of text says, “We hear hundreds of reasons why people end up on the street, and ‘I chose to’ has never been one of them.”

Parker’s Pick: A very bright and shiny promotional piece by Flagworks Group – the people shots by Kristian Bogner Photography are excellent.

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