CanadianSME Small Business Magazine February 2026

CANADIANSME

DearValuedReaders,

WelcometotheFebruary2026editionofCanadianSMESmall BusinessMagazine Thismonth,weplaceaspotlightonsmall businessleadershipwhilehonouringBlackHistoryMonth, recognizingtheindividualsandcommunitieswhoseresilience, innovation,anddeterminationcontinuetoshapeCanada’s entrepreneuriallandscape

Leadershipintoday’senvironmentdemandsclarity,courage,and adaptability Aswecelebrate100yearsofBlackhistoryin2026,this issuehighlightsinspiringfoundersandexecutiveswhoarebuilding inclusiveorganizations,drivingeconomicimpact,andredefining whatleadershiplookslikeinCanadianbusiness.

WeareproudtofeatureourBusinessWomanoftheMonth,Nadine Spencer,CEOandPresidentofBrandEQGroupInc,whose leadershipcontinuestoinfluencebothindustryandcommunity. ThiseditionalsobringsyoupowerfulconversationswithChelsea Jamboonwellnessandbreakingbarriers,JasonMurrayonbuilding aninclusiveCSuite,andMyrianeOuelletteonleadingrealchange.

Youwillalsofindpracticalandforwardlookinginsights,including TopHRTrendsShapingtheCanadianWorkplacein2026byADP, leadershipstrategiesforsmallbusinesssuccess,perspectiveson BlackfoundersshapingCanada’sSMEeconomy,legalguidanceon corporatecompliance,andhowSMBsareleveragingAIto streamlineoperations Wearealsoproudtopresentanexclusive featurearticlebyWAGECanada,BuildingInclusionforBetter Business,highlightingthecriticalroleinclusionplaysin strengtheningorganizationsandcommunities

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Aswecelebratebusinessawardnomineesandtheleadersmoving Canadianenterprisesforward,thisissueservesasbothrecognition androadmap Leadershipisnotdefinedbytitlealone Itisdefined byimpact,responsibility,andthewillingnesstocreateopportunity forothers

NominationsarealsoopenfortheCanadianSMEAwards2025 Recognizeoutstandingbusinessesbysubmittingyournomination atsmeawards.ca

JoinusattheCanadianSMESmallBusinessShow2026onMay22, 2026attheMetroTorontoConventionCentre Connectwithindustry leadersandgaininsightstomoveyourbusinessforward Register atsmeexpo.ca

Aswemoveintothenewyear,wehopethisissueinspiresyouto innovate,adapt,andthrivein2026 Thankyouforyourcontinued supportandforbeingpartofourjourneytoempowerCanadian smallbusinesses.

Warmregards, ShaikKhaleeluddin(SK) Editor-in-Chief,CanadianSMESmallBusinessMagazine

ISSN2562-0657(Online)

PublishedbyCmarketingInc 6345DixieRd,Unit202, Mississauga,ONL5T2E6

Copyright©2024CMarketingInc Allrightsreserved Reproductioninwholeorpartofanytext, photographyorillustrationswithoutwritten permissionfromthepublisherisprohibited. All Images, trademarks, service marks and logos referred to or appearing in this magazine are the property of their respective owners.

ThecontentsinCanadianSMEMagazinearefor informationalpurposesonly NeitherCmarketingInc,the publishersnoranyofitspartners,employeesoraffiliates acceptanyliabilitywhatsoeverforanydirector consequentiallossarisingfromanyuseofitscontents

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Leading in Cybersecurity as a Black Founder

Buildinginclusion forbetterbusiness

Organizations continue to navigate talent shortages, competitive hiring markets, and high employee expectations. Amid these pressures, one factor carries a significant but often hidden cost: exclusion Research shows that environments lacking inclusion and equity may contribute to higher turnover, lower morale, and reduced innovation 2SLGBTQI+ professionals face systemic barriers to advancement, limited access to mentorship, and exclusion from leadership pipelines These challenges can directly affect organizational performance and highlight the importance of fostering inclusive workplaces and equitable talent development [1], [2] [3] [4] [5]

To help strengthen inclusion across communities and organizations, Women and Gender Equality Canada launched the Unity campaign, a free, practical resource that supports HR leaders, business owners, and community spaces in creating environments where every person feels respected, safe, and able to perform at their best

Supporting individuals who want to be stronger allies but may lack the confidence and language to speak up, Unity promotes equality and challenges the stigma experienced by 2SLGBTQI+ people At its core, the campaign helps build a foundation of dignity, respect, and inclusion so everyone can thrive whether in workplaces, community spaces, or everyday interactions

1 2

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Why 2SLGBTQI+ inclusion is an SME business priority

Talent retention and recruitment

Today’s workforce, especially Gen Z and Millennials, increasingly expects employers to align with their personal values and ethics in fact, according to a 2025 Deloitte study, roughly 40% of respondents have rejected a potential employer based on their personal beliefs, while nearly half cite toxic workplace cultures and unfair decision-making as major contributors to their stress [6]

For organizations competing for top talent, demonstrating genuine inclusion and equity can be a decisive factor in attracting and retaining employees

Turnover can be especially costly across the board In smaller organizations, where roles carry significant operational weight, the impact can be more pronounced, as losing an employee can jeopardize customer relationships, increase workload for remaining staff, and strain productivity. By embracing initiatives like Unity, organizations can show current and prospective employees that they value belonging and psychological safety This can strengthen employer branding, boost morale, and support long-term retention

3)

Market reach and corporate citizenship

Customers and partners increasingly prioritize working with businesses that reflect inclusive values, as 60% of organizations see improved reputation as a direct benefit of inclusion, while over half find it helps them better understand their clients [8]

Demonstrating alignment with these values can deepen customer loyalty, strengthen long-term market resilience, and showcase leadership within their communities Inclusion doesn’t just shape internal culture it influences brand reputation and business opportunity 1) 2)

Innovation and performance

Diverse teams demonstrate stronger creativity and problem-solving abilities, but inclusion is what unlocks those benefits 68% of HR professionals identify increased innovation and creativity as a key benefit of an inclusive environment, while 50% cite better decision-making When employees feel affirmed and safe, they no longer expend energy selfmonitoring or navigating discrimination Instead, they’re able to contribute fully to team objectives [7]

Creating conditions where 2SLGBTQI+ employees feel supported can help improve collaboration, morale, and overall innovation. Regardless of a company ’ s size or sector, inclusive practices can directly contribute to stronger business performance

6 7 8 40%ofGenZandMillennalshaverejectedeitheraproectorapotentialemployer basedonpersonalbeliefs 44%ofGenZand45%ofmillenniasreportthattoxic workplaceculturesleadtoincreasedstressoranxiety Deloitte (2025) 2025GenZand Millennia Survey

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HR and leadership’s toolkit

The Unity campaign offers businesses more than just awareness it provides tangible, actionable tools that can be implemented immediately, with little onboarding, and at no cost The campaign is intentionally designed to meet organizations where they are, offering simple, clear steps that can be scaled over time

Step 1: Reflect and educate

Every journey begins with awareness Unity’s fact sheets, real-life stories, and practical guidance can be used in staff meetings, onboarding sessions, or lunch-and-learns to build shared understanding These tools help organizations meaningfully integrate inclusion into day-to-day culture, not just annual training

Unity also introduces two important prompts:

Spotthestigma: Support teams in recognizing unconscious bias, stereotypes, and stigmatizing language

Debunkthebias:Introduce accurate, accessible information to challenge misinformation and promote respectful dialogue

A practical entry point is the Women and Gender Equality Canada’s 2SLGBTQI+ glossary, which helps staff confidently use respectful, accurate 2SLGBTQI+ terminology This builds comfort, reduces fear of “saying the wrong thing,” and encourages open communication

Step 2: Speak up and be an ally

Allyship is a practice, not a title. Unity provides practical tools that help managers and employees respond respectfully when instances of harmful language, microaggressions, or misinformation occur in the workplace

Leaders play an essential role in modelling this behaviour When leadership intervenes with empathy and clarity, it ensures that responsibility for the workplace culture is shared, not placed solely on marginalized employees. By normalizing inclusive language, addressing issues early, and encouraging ongoing learning, SMEs create environments where people feel supported and empowered

Inclusive businesses are stronger businesses Fostering inclusion for 2SLGBTQI+ communities is not only a moral imperative, it also strengthens business performance The Unity campaign gives Canadians credible, ready-to-use tools that make inclusive culture-building achievable and impactful

Download: Visit the Unity website for the full Unity campaign toolkit.

Commit: Share it with your teams and implement one meaningful policy change this quarter.

Soutenir l’inclusion

au profit des entreprises

Les entreprises continuent d’être confrontées à une pénurie de talents, à des marchés de l’emploi concurrentiels et à des attentes élevées de la part du personnel Parmi ces enjeux, un facteur entraîne un coût important, mais souvent méconnu : l’exclusion Des études ont démontré que les environnements peu inclusifs et peu équitables peuvent contribuer à un taux de rotation plus élevé, à une baisse du moral des personnes et à une réduction de l’innovation Les talents 2ELGBTQI+ se heurtent à des barrières systémiques qui freinent leur progression, à un accès limité au mentorat et à l’exclusion des voies qui mènent aux postes de direction Cela peut miner directement les performances des entreprises et révèle l’importance de favoriser des milieux de travail inclusifs et un développement équitable des talents [1] [2] [3],[4] [5]

Pour renforcer l’inclusion dans les communautés et les organisations, Femmes et Égalité des genres Canada a lancé la campagne Unité, qui réunit des outils pratiques et gratuits pour aider les responsables des ressources humaines, les propriétaires d’entreprise et les espaces communautaires à créer des milieux où toutes les personnes se sentent respectées, en sécurité et capables de donner le meilleur d’elles-mêmes

En soutenant les personnes alliées qui souhaitent renforcer leur rôle, mais qui manquent peut-être de confiance et des mots adéquats pour prendre parole, Unité promeut l’égalité et la lutte contre la stigmatisation vécue par les communautés 2ELGBTQI+ La campagne contribue à établir des bases de dignité, de respect et d’inclusion afin que toutes les personnes puissent s’épanouir, que ce soit dans leur milieu professionnel, dans des espaces communautaires ou dans leurs interactions quotidiennes

1

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2

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L’inclusion 2ELGBTQI+, une priorité d’affaires des PME

Recrutement et rétention des talents

La main-d’œuvre d’aujourdhui, particulièrement celle issue des générations Z et Y, s ’attend de plus en plus à ce que son milieu de travail sadapte à ses valeurs personnelles et à son éthique En effet, selon l’étude de 2025 conduite par Deloitte, près de 40 % des personnes interrogées ont rejeté un emploi potentiel en raison de leurs convictions personnelles, tandis que près de la moitié d’entre elles ont nommé des cultures d’entreprise toxiques et des prises de décisions injustes comme principaux facteurs de stress[6]

Pour les organisations qui se disputent les meilleurs talents, faire preuve d’une inclusion et d’une équité sincères peut être un facteur décisif pour attirer et retenir leur personnel

Le roulement du personnel peut être particulièrement coûteux pour maintes raisons Dans les petites structures, où les postes ont un poids opérationnel important, les conséquences peuvent être plus prononcées, car la perte d’un talent peut compromettre les relations avec la clientèle, augmenter la charge de travail du personnel restant et nuire à la productivité En adoptant des initiatives telles que Unité, les entreprises peuvent montrer à leurs talents actuels et potentiels qu ’elles accordent de l’importance à l’appartenance et à la sécurité psychologique Cela peut renforcer l’image de marque employeur, stimuler le moral des talents et favoriser leur rétention à long terme.

Innovation

et performance

Les équipes diversifiées font preuve d’une plus grande créativité et d’une meilleure capacité à résoudre des problèmes, mais c ’est l’inclusion qui permet de tirer pleinement parti de ces avantages. Chez les responsables des ressources humaines, 68 % considèrent que les milieux inclusifs entraînent une hausse de l’innovation et de la créativité, tandis que 50 % mentionnent une meilleure prise de décisions comme avantage clé Lorsque les talents se sentent reconnus et en sécurité, ils ne dépensent plus d’énergie à dissimuler leur identité et à composer avec de la discrimination Ils sont ainsi en mesure de contribuer pleinement aux objectifs de l’équipe [7]

Créer des conditions dans lesquelles le personnel 2ELGBTQI+ se sent soutenu peut améliorer la collaboration, le moral et l’innovation en général Peu importe la taille ou le secteur d’activité dune entreprise, les pratiques inclusives peuvent contribuer directement à de meilleures performances d’affaires

Portée commerciale et responsabilité sociale d’entreprise

La clientèle et les partenaires privilégient de plus en plus la collaboration avec des entreprises qui affichent des valeurs dinclusivité En effet, 60 % des organisations considèrent que l’inclusion a un effet direct sur lamélioration de leur réputation, tandis que plus de la moitié d’entre elles considèrent qu ’elle les aide à mieux comprendre leur clientèle[8]

Démontrer une adhésion à ces valeurs peut renforcer la fidélité de la clientèle et la résilience à long terme des entreprises sur le marché ainsi que mettre en avant le leadership au sein des communautés

L’inclusion ne façonne pas que la culture interne, elle influence également la réputation de la marque et les perspectives daffaires

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Boîte à outils pour les gestionnaires et

responsables des ressources humaines

La campagne Unité offre aux entreprises plus qu ’ une simple sensibilisation : elle fournit des outils concrets et prêts à être mis en œuvre immédiatement, sans formation approfondie ni frais Spécialement conçue pour répondre aux besoins des entreprises, elle propose des mesures simples et claires qui peuvent être modulées au fil du temps

Étape 1 : réfléchir et sensibiliser le public

Toute démarche commence par une prisedeconscience. Les fiches d’information, les témoignages réels et les conseils pratiques dUnité peuvent être utilisés lors de réunions de personnel, de séances d’intégration ou de dîners-conférences afin de favoriser une compréhension commune Ces outils aident les entreprises à mettre l’inclusion de l’avant dans leur culture au quotidien de manière concrète, et non seulement dans le cadre de formations annuelles

Unité présente également deux aspects importants :

Repérerlesidéespréconçues:Aidez les équipes à reconnaître les préjugés inconscients, les stéréotypes ou les mots discriminatoires

Déconstruirelespréjugés: Communiquez de l’information véridique et accessible afin de lutter contre la désinformation et de promouvoir un dialogue respectueux

Un point de départ pratique est le glossaire 2ELGBTQI+ de Femmes et Égalité des genres Canada, qui aide le personnel à utiliser en toute confiance une terminologie 2ELGBTQI+ respectueuse et exacte Cet outil permet de mettre les personnes à l’aise, de réduire leur crainte de dire quelque chose de déplacé et encourage une communication ouverte

Les responsables jouent un rôle crucial dans la promotion de ce comportement Leurs interventions empathiques et claires assurent que tout le personnel prenne la responsabilité d’appliquer la culture du milieu de travail et non seulement les talents marginalisés

En normalisant le langage inclusif, en répondant aux enjeux dès leur apparition et en encourageant l’apprentissage continu, les PME créent des environnements où toutes les personnes se sentent soutenues et responsabilisées

Des entreprises plus fortes grâce à l’inclusivité Promouvoir l’inclusion des communautés 2ELGBTQI+ n ’est pas quun impératif moral, c ’est également un moyen de renforcer les performances d’affaires La campagne Unité offre à la population canadienne des outils fiables et utilisables dès maintenant pour créer une culture inclusive, qui a de réels impacts

Étape 2 : prendre parole et devenir une personne alliée

Le rôle de personne alliée est une manière d’être, pas un titre Unité fournit des outils concrets qui aident les gestionnaires et les talents à prendre parole de manière respectueuse face à des propos blessants, à des microagressions ou à de l’information erronée dans le milieu de travail.

Télécharger:Accédezàlaboîteà outilscomplètesurlesitewebdela campagneUnité

S’engager:Partagez-laavecvoséquipeset mettezenœuvreunchangementdepolitique importantlorsdecetrimestre.

Top HR

trendsshapingthe Canadianworkplacein2026

Get Canadian workforce data and practical action frameworks to help your team respond to the trends shaping today’s workplace.

ArticleByADP

Small, midsized and large Canadian employers are navigating change driven by shifting people priorities, evolving compliance requirements and advances in technology. Each organization faces unique pressures based on size and industry They share the same overarching need to support their people, manage risk responsibly and use artificial intelligence (AI) to enhance their workplace

This article explores the top HR trends shaping the Canadian workplace in 2026, organized across the three areas of focus: people, compliance and technology. For more trends, workforce data and practical action frameworks, download the full Canada workplace trends for 2026 guidebook.

What people-focused HR trends are shaping the Canadian workplace in 2026?

Employee experience is setting the standard for 2026

The employee experience defines how Canadian employers attract, engage and retain talent Employee experience refers to the interactions, processes and moments that shape an employee’s journey, from hiring and onboarding to development and well-being Organizations are focused on how effectively they support employees at each stage of the life cycle

1

Foundational HR processes (hiring, onboarding and offboarding) play a central role in this experience, as they shape an employee's early impressions and long-term engagement with the company Research shows gaps in the efficiency of these HR processes

Organizations are assessing their skills inventories

Skills inventories help businesses identify workforce capabilities and plan resourcing, development and succession effectively A strong work ethic is the skill that Canadian employers prioritize when hiring Many employers report challenges in finding candidates who possess this work ethic and other essential skills, such as attention to detail, time management, problemsolving and teamwork Although organizations recognize the importance of these skills for customer satisfaction and overall success, they often struggle to provide adequate opportunities for skills development

Although midsized and large companies acknowledge the importance of AI skills for competitiveness, very few are actively hiring for these competencies, indicating a significant opportunity for workforce development in this area.

AI in talent and skills development

Organizations recognize the potential of AI to enhance employee development, with nearly half believing it can enhance skills development;however, there is a gap, as only a small percentage are currently using AI for skills development

Many businesses recognize AI as beneficial for onboarding and talent retention as well Despite this potential, there is widespread agreement that generative AI will not replace traditional training methods; a significant majority of organizations express skepticism about such a shift Smaller organizations share this view, while larger organizations are somewhat more open to the idea Using AI to support talent development enables more personalized, insight-driven learning pathways that help organizations build the capabilities they need to grow

What compliance trends should Canadian employers prepare for in 2026?

Responsible

adoption of AI in employment decisions and compliance requirements

AI tools are being integrated into recruitment, screening, workforce analytics and performance management; however, Canadian employers are approaching the use of AI with caution, particularly concerning compliance with regulatory requirements

Key priorities for organizations include maintaining transparency, protecting privacy and ensuring human oversight To address these concerns, many are developing AI governance frameworks and considering the implementation of AI ethics policies, aiming to align technological innovation with regulatory standards and ethical principles AI governance refers to the policies and safeguards organizations use to ensure technology is applied ethically, fairly and in line with privacy and employment regulations

Pay transparency requirements are expanding across the country and globally

Pay transparency refers to the regulations and policies that require or encourage employers to disclose information about compensation figures and pay equity practices Pay transparency legislation is evolving across Canada, prompting employers to review how compensation is structured, documented and communicated From job postings to internal pay alignment assessments, organizations are strengthening governance around pay equity and disclosure readiness

New pay transparency regulations will be introduced in EU member states by June 2026, requiring employers to share details about pay and promotion practices with employees and applicants Larger companies will need to conduct audits on gender pay equity and disclose any pay disparities, with stricter rules for those with significant gaps.

Understandingevolvingpaytransparency requirementscanhelpemployersmaintain complianceandstrengthentrustwithcurrent andfutureemployees.

Top compliance challenges for Canadian employers

Organizations in Canada identified the following as their top compliance challenges: data privacy, paid leave, payroll tax obligations, pay transparency and overtime regulations Strategies for addressing these challenges differ by company size, with small and midsized firms often conducting their own research and larger ones relying on internal collaboration and partnerships with HR or payroll providers

Anticipating compliance pressures before they escalate can help organizations avoid disruptions, protect employee trust and optimize operational processes

How is technology evolving for Canadian employers in 2026?

Agentic AI is emerging as a core HCM capability

Agentic AI is being used across businesses of all sizes, with large organizations showing a higher rate of adoption compared to small businesses A recent survey indicates that HR leaders expect significant growth in the adoption of AI and that collaboration between people and AI agents will become common practice within the next five years

Organizations are using agentic AI to automate processes such as onboarding, to enhance accuracy in data management tasks like payroll and provide actionable insights from HR data, ultimately improving collaboration and decision making across various departments

“Technologyisshapingworkforce management.Theleadingpriorityis aligninginnovationwithstrongdata governance,securitypracticesand ethicaluseofemergingtools.Keepinga humanintheloopisessential,asithelps employeesmakepeople-centered decisions.Thefuturewilldependonhow effectivelyleadersbalancedriving innovationandupholdingresponsibility.”

—CarlosGonzalez,VicePresidentandGeneral Manager,MajorandNationalAccount Services,ADPCanada

Ethical management of employee and company data is rising in importance

Most businesses prioritize the ethical management of employee and company data A significant portion of these organizations expresses confidence in their ethical data management practices Over half have established policies and guidelines to support ethical data management, with larger businesses being more likely to have such frameworks in place

However, when it comes to the ethical management of AI systems, slightly fewer organizations prioritize this issue, though it is more important for larger companies compared to smaller ones.

Fostering a culture of ethical data handling can enhance trust among employees and customers, mitigate risk and facilitate compliance with growing regulatory demands related to data and AI

HR and IT are increasingly reliant upon each other

The relationship between HR and IT is evolving into a more interdependent one as AI transforms the workplace, with some companies even merging these departments Many IT leaders predict a complete merger or at least a much closer collaboration between HR and IT in the near future As AI tools become integrated into daily operations, both HR and IT must work together to ensure effective implementation and management HR will increasingly depend on IT's knowledge of complex technologies, while IT will turn to HR for insights on user adoption and the human impact of these tools

This evolution signifies the importance of fostering collaboration between HR and IT teams to navigate the complexities of AI in the workplace. By encouraging this partnership, organizations can better align technological innovation with human-centered decision making, supporting stronger workforce management and a balanced approach to driving innovation while maintaining ethical standards

Turning trends into action

Across people, compliance and technology, it’s clear that employers must balance innovation with responsibility while ensuring people remain at the center of organizational strategy

ADP Canada, Canada workplace trends for 2026 survey, internal analysis, 2025 1.

Salesforce, HR Leaders to Redeploy a Quarter of Their Workforce as Agentic AI Adoption Expected to Grow 327% by 2027, 2025

BBC, Why firms are merging their HR and IT departments, 2025

Nexthink, IT’s New Mandate: The Experience Silo: HR, IT, and the Digital Workplace, 2025

This resource offers practical information concerning the subject matter and is provided with the understanding that ADP Canada is not rendering legal or tax advice or other professional services.

InterviewByKripaAnand

In an exclusive interview with CanadianSME Small Business Magazine, Chelsea Jambo, Founder & CEO of OURbody, shares her journey from tech to entrepreneurship, challenging the status quo in women’s health and wellness Chelsea discusses the unique hurdles she faced as a Black woman in the wellness space, her commitment to disrupting the hormonal health industry, and how OURbody is empowering women through transparency, education, and culturally inclusive products Chelsea Jambo is the Founder & CEO of OURbody, a disruptive women’s wellness brand redefining hormonal health with modern, ritual-led solutions. Based in Ontario, Canada, Chelsea has quickly emerged as a bold new voice in the wellness space, championing transparency, education, and empowerment for women at every stage of their hormonal journey

With a background in Political Science and Public Administration, followed by an unexpected pivot into the tech industry, Chelsea’s path to entrepreneurship was anything but linear She built her career inside the corporate world by her early twenties, leading strategic programs in the global tech sector where she developed a sharp understanding of community building, operational excellence, and the power of brand storytelling.

OURbody launched in October 2025, but the path to market is rarely linear. What have been the biggest hurdles or moments of doubt in your business journey so far, and how did you move through them?

The biggest hurdle in my journey so far was realizing the reality of running an ecommerce business, especially as a brand-new founder with no major platform or big marketing budget behind me I launched OURbody in October 2025 with so much optimism, and then our first month came with zero sales That moment shook me I remember thinking, “Did I make a mistake? Is this something people actually want? Did I read the market wrong?” It was a hard reality check

But moving through that doubt required patience and perspective I had to remind myself that I’m not a celebrity founder or a huge influencer I’m a small, bootstrapped business in Ottawa introducing a new wellness concept to the market People need time to discover you, trust you, and understand what you offer Growth isn’t instant, especially in e-commerce

Instead of quitting, I grounded myself in my “why”: improving womens hormonal wellness and creating products that truly help Once I shifted from panic to persistence, sales slowly began to grow in November and December That experience taught me that building a brand is a long-term game Patience, consistency, and belief in your mission matter more than overnight results

As a Black woman building a wellness brand in a space that hasn’t always centred women’s needs, what unique obstacles have you faced whether in fundraising, credibility, or access to networks and what has helped you stay committed to the vision?

As a Black woman building a wellness brand in a space that has historically overlooked women ’ s needs, two unique obstacles have stood out: fundraising and credibility Despite the constant messaging about “supporting founders,” the reality is that most funding today is funneled toward AI and tech Women’s health; especially hormonal health, is not seen as a priority, and there are very few grants or investor opportunities that fit what OURbody is creating To stay committed, I’ve leaned heavily on my network of women entrepreneurs. Sharing openly about our funding challenges has led others to send me the few opportunities that do exist and remind me that the mission is needed and valued

The second challenge has been credibility Early on, people minimized OURbody as “just a tea company ” or assumed I was blending products in my kitchen In truth, we work with licensed suppliers and manufacturers, and tea is only the vessel, not the vision OURbody is a women ’ s wellness brand focused on hormonal health, offering solutions many people are still learning to understand Staying committed has meant consistently correcting narratives, standing firm in our purpose, and educating people on the innovation and intention behind our products The mission: to improve women ’ s health, keeps me going

February is Black History Month, a time that celebrates resistance, excellence, and legacy. What message or reflection would you like to share with Black entrepreneurs who are in the early, uncertain stages of building something of their own?

My message to early-stage Black entrepreneurs is simple: give yourself grace The early chapters of entrepreneurship are filled with uncertainty; financial uncertainty, strategic uncertainty, personal uncertainty It’s easy to feel lost, lonely, or convinced you ’ ve made a mistake Self-doubt will show up often, and so will the urge to walk away

When those moments come, return to one question: Do you truly believe in what you ’ re building? If the answer is yes If you would still create what you ' re creating even if it wasn’t a business, then you owe it to yourself to keep going

Entrepreneurship is not linear. You will make mistakes. You will fumble. You will face challenges you never saw coming But none of that means you ’ re failing, it means you ’ re learning You are new to this, and it’s okay to be new What matters most is that you continue to get back up, take the next step, and advocate for your vision even when others don’t fully understand it yet

Grace gives you room to grow Belief gives you the strength to continue And consistency is what transforms uncertainty into momentum. Trust your mission, trust yourself, and keep moving forward.

Hormonal health is deeply personal and often stigmatized. Have you encountered pushback or misunderstanding either about the problem you’re solving or who you’re solving it for and how have you turned those challenges into education or advocacy?

Yes, there has definitely been misunderstanding, especially around why hormonal health matters and what OURbody actually does Most of the pushback hasnt come from women, but from people often men, who don’t understand the realities of living in a female body Society has normalized women ’ s discomfort for so long that many people assume hormones only relate to periods, or they dismiss the need for support altogether. Others question the business viability simply because they’ve never been taught how broad and disruptive hormonal imbalances can be

These moments of misunderstanding have become opportunities for education I’ve learned to pause and explain the full hormonal journey, from the monthly cycle to perimenopause and highlight the symptoms that affect half the world’s population I also explain our product innovation in simple terms: our teas are not “just teas”; they are symptom-support blends designed to adapt to each woman ’ s unique experience within a hormonal phase Just like multi-symptom cold medicine helps different people in different ways, our blends support multiple symptoms within each stage of hormonal change

Turning pushback into advocacy is now at the core pillar of OURbody Every conversation, interview, and platform we have becomes a chance to educate, destigmatize, and recenter women ’ s health to where it belongs.

Looking ahead, what advice would you give specifically to Black women founders who are trying to break into wellness or consumer products, and what support or systemic changes do you believe would make their path less lonely and more sustainable?

My first advice for Black women founders entering the wellness space is to start by asking one key question: Are you building a servicebased wellness business or a product-based one? These paths are not the same, and each comes with its own reality Service-based wellness businesses, like yoga, Pilates, or community wellness events, are often easier to break into because there’s already a strong demand for in-person connection, movement, and community experiences. You can test, refine, and grow without needing major upfront capital

Product-based wellness businesses, however, require significant investment before you ever make a sale You must spend thousands on manufacturing, packaging, testing, certifications, and inventory, all while hoping customers will buy It’s a longer, more complex journey that requires research, niche clarity, and strong marketing strategy Neither path is “better,” but understanding the difference protects you from unrealistic expectations

Tomakethejourneylesslonely,mybiggestadvice istoinvestincommunityearly.Join entrepreneurshipgroupsandsurroundyourself withwomenwhounderstandthegrind.Astrong network,andideallyamentor,canchange everything,especiallyinthefirstyear,whichcanbe thehardest.Communitybecomesyourtoolbox, yoursoundingboard,youremotionalsupport,and oftenyouranswers

Disclaimer:Theviewsandopinionsexpressedinthis interviewarethoseoftheintervieweeanddonot necessarilyreflecttheofficialpolicyorpositionof CanadianSMESmallBusinessMagazine Ourplatformis dedicatedtofosteringdialogueandsharinginsightsthat inspireandempowersmallandmedium-sizedbusinesses acrossCanada

NadineSpencer Business Woman of the Month

From Entrepreneurial Roots to Agency CEO

Nadine Spencer

Leading Social Change in Marketing

Nadine Ann Marie Spencer, CEO and President of BrandEQ Group Inc , is a Jamaican-born Canadian entrepreneur, activist, and philanthropist with a strong presence in social change marketing and Black business advocacy She manages a global marketing and communications business based in Toronto that works with organizations committed to equity, inclusion, and impact, leveraging branding to transform culture and increase revenue

Nadine's entrepreneurial journey has spanned decades and sectors She has owned businesses in the antiques, food, and marketing sectors She developed and launched The Food Network Presents: The Delicious Food Show, Canada's first world-class food event, and secured Food Network as a media sponsor in its inaugural year She oversaw all aspects of its strategic direction and production until its acquisition by Informa and renaming as the Toronto Wine & Food Show, demonstrating her ability to build brands and experiences that attract global partners

Nadine,whoattendedYorkUniversityin Toronto,hasalwayscombinedbusinessand advocacy,focusingherworkoncreating opportunitiesforunderservedcommunities, notablyBlackentrepreneursandwomen. Theseexperiencespavedthewayforher leadershipofBrandEQGroupandher involvementwiththeBlackBusinessand ProfessionalAssociation(BBPA).

Building BrandEQ: A Social Change Agency

The agency ' s distinctive value proposition is its focus on social change marketing, which utilizes cause-driven campaigns to increase market growth, relevance, and loyalty. BrandEQ develops strategies that align business goals with social purpose, enabling organizations to respond credibly to complex discussions on race, equity, and inclusion

The agency ' s methodology is based on Nadine's "People Matter" principle, which holds that marketing is most effective when it focuses on people's communities and lived experiences BrandEQ assists customers in creating culturally appropriate narratives and "pulling the discourse favourably towards your brand," whether they are launching diversity awareness campaigns, repositioning businesses, or handling crises They also ensure representation is evident, not an afterthought

BrandEQ Group Inc is a globally recognized full-service creative agency specializing in communications, marketing, public relations, branding, and retail BrandEQ's diverse team works with customers who have a bold vision for their brand and want to "elevate" through campaigns that are not only effective but also socially responsible

Championing Black Business and DEI

In addition to her role at BrandEQ, Nadine has served as President and CEO of the Black Business and Professional Association (BBPA), one of Canada's leading Black business groups At the BBPA, she oversaw programs that promote business and professional excellence, higher education, and economic growth for Black Canadians, and that address systemic injustices in business through culturally relevant programming and activism.

Her contributions include increasing scholarships for Black students, promoting Black-owned businesses, and influencing corporate DEI policies through partnerships and public commentary As an advocate for egalitarian education and women ' s advancement, she has dedicated her life's work to "battling poverty and improving women ' s education," while always pushing institutions to move beyond performative inclusion Her civic participation includes serving on York University's Board of Governors, Toronto Metropolitan University's Diversity Institute Advisory Board, and other community and corporate boards

Boss Women Driving Women Led Growth

Boss Women is a leadership and economic advancement platform founded by Spencer to support women entrepreneurs in building sustainable, scalable businesses Positioned as an engine for economic inclusion and economic advancement, the platform equips women with access to strategy, visibility, capital pathways, and leadership development Spencer has advanced this work on the global stage, including at the United Nations, reinforcing Boss Women’s role in elevating women as drivers of economic growth and systemic change

Recognition and Impact

Nadine's contributions have received widespread recognition She has received the Harry Jerome Business Award, the United Nations Volunteer Award, and is featured in 100 Accomplished Black Canadian Women for her business leadership and advocacy Her work and thought leadership have been covered by Forbes Councils, Google, Sustainable Brands, and other global platforms, where she discusses social impact marketing, inclusion, and representation

ForbesCouncilsidentifiesherasa"groundbreaking leaderwithstrategic,creative,andfinancial acumen "whohelpsorganizationsincrease recognition,revenue,relevance,andrespectamong theirtargetaudience.InToronto,shehasbeen selectedforpublicpositionsthroughtheCity'sPublic Appointmentsprocess,demonstratingher experienceinbreakingsystemicdisparitiesin businessandherdedicationtocommunityservice.

Lessons for Small Business and Women Entrepreneurs

Nadine's story provides valuable lessons for Canadian small business owners and female entrepreneurs:

Align brand with purpose - BrandEQ demonstrates that when values and company strategy are in sync, marketing can drive profit and social change.

Her critiques of campaigns that eliminate women ' s faces emphasize the importance of visibility over participation in achieving true inclusion

Through the BBPA and philanthropy, she uses her position to expand opportunities for Black entrepreneurs and students.

Her career demonstrates that effective leadership takes courage, cultural intelligence, and a willingness to question the current quo.

Conclusion

Nadine Spencer, CEO of BrandEQ Group and advocate for Black business and women ' s empowerment, is revolutionizing marketing, leadership, and changemaking in Canada She demonstrates that when people are truly valued, brands can do more than just sell; they can help establish a more just and prosperous society

Yourroleinstayingupdatedisintegraltooursharedmissionof fosteringacommunityofinnovators CanadianSMEMagazineisa valuabletreasuretroveofentrepreneurialknowledge Clickhere tosubscribetoourmonthlyeditionsforupdatesonCanadian businesses Followourhandle,@canadian sme,onXtostay updatedonallbusinesstrendsanddevelopments Yoursupport iscrucialtoourmission

Disclaimer:Thisarticleisbasedonpubliclyavailableinformation intendedonlyforinformationalpurposes CanadianSMESmall BusinessMagazinedoesnotendorseorguaranteeanyproducts orservicesmentioned Readersareadvisedtoconducttheir researchandduediligencebeforemakingbusinessdecisions

100 Years Celebrating ofBlackHistoryin2026

BySkUddin

Black History Month 2026 has a special resonance with the theme "A Century of Black History Commemorations," which honours 100 years of deliberate efforts to study, teach, and commemorate Black history This subject invites Canadian small businesses to transcend beyond one-time posts and events, instead anchoring their 2026 actions in a broader, historically anchored commitment to Black communities locally, nationally, and throughout the diaspora

A Century of Black History Commemorations

This year ’ s theme, "A Century of Black History Commemorations," is derived from ASALH (the Association for the Study of African American Life and History), which was created in 1915 by Dr Carter G Woodson to address the paucity of information on Black achievements. ASALH has spearheaded annual Black history themes since 1928, influencing how organizations in North America and overseas construct their programs each year

In 2026, the focus will be on 100 years of formal commemorations, recognizing not only Black history but also the long effort to ensure that Black stories are recorded, taught, and honoured.

Free programming will once again be streamed on ASALH TV via YouTube in 2026, allowing Canadian audiences educators, entrepreneurs, and community leaders to participate directly in curated conversations related to the theme For Canadian SMEs, accessing this content provides both education and inspiration for their own Black History Month projects

What the 2026 Theme Means for Canadian SMEs

For Canadian small businesses, "A Century of Black History Commemorations" serves as a reminder that work on Black history is not new; Black scholars, activists, and communities have been developing this area for centuries. The theme prompts organizations to consider: how are we sustaining this legacy today, and how will our actions be remembered in decades to come? This entails promoting actual cooperation, economic participation, and year-round engagement with Black communities, rather than just symbolic gestures

Canada's ecosystem today includes specialized initiatives like the federal Black Entrepreneurship Program, regional grants, and numerous directories and networks for Blackowned enterprises and professionals These resources enable small businesses to integrate their Black History Month initiatives with practical economic opportunities, such as supplier diversity, mentorship, and funding preparation for Black entrepreneurs The 2026 theme complements this landscape by enabling SMEs to consider themselves as part of a larger narrative from early Black history pioneers to today's entrepreneurs creating generational wealth

How ASALH’s Festival Inspires Business-Led Programming

ASALH's festival concept provides a good roadmap for Canadian SMEs planning their own Black History Month 2026 events The group offers selected virtual events, highprofile speakers (including Dr. Henry Louis Gates Jr. and Smithsonian Secretary Lonnie G. Bunch III), and its trademark in-person luncheon, providing numerous engagement opportunities For small organizations, this means mixing online learning (webinars, panels, internal speeches) with at least one major in-person event or activation

Because the festival is virtual and free to watch on ASALH TV on YouTube, Canadian leaders and teams can attend programs live or on demand, then hold internal debriefings or learning circles SMEs can also align their content schedules with ASALH's program days, such as highlighting Black-owned suppliers on festival days focused on economics or entrepreneurship This approach links local action to a broader continental conversation, emphasizing that Black History Month is both locally rooted and part of a global diaspora narrative

Practical Ideas for Canadian SMEs in 2026

Based on the 2026 theme and Canadian context, SMEs may create a simple yet impactful action plan:

Anchor internal education on the theme Host at least one learning session on "A Century of Black History Commemorations," connecting ASALH's history to Canadian milestones, and invite local Black historians, businesspeople, or community leaders as paid speakers.

Connect history to business practices. Use the month to evaluate how your organization supports Black employees, Black-owned suppliers, and Black entrepreneurs through recruiting, promotions, procurement, and mentoring

Partner with Black-owned businesses and networks Source catering, gifts, or services from Black-owned businesses, and partner with networks such as Black Professionals Canada and regional Black business groups to organize collaborative events or mentorship programs.

Craft stories, not just statements Instead of a single corporate post, offer a series of stories profiles of Black team members (if desired), supplier spotlights, or customer stories that demonstrate tangible contributions and relationships

Legacy, Leadership, and the Next Century

Finally, a century of Black history commemorations is about legacy: who is remembered, who is supported, and who is put into the narrative Canadian SMEs play a unique role since they are close to communities, flexible in their decision-making, and increasingly vocal about their ideals Small businesses should ensure their participation in Black History Month 2026 is more than symbolic by linking it to long-term goals such as fair hiring, inclusive succession, supplier diversity, and support for Black-led ventures

This theme also pushes leaders to consider generational perspectives. Today's decisions on ownership, partnership, and investment will determine which communities benefit from entrepreneurial success in 20 or 50 years Drawing on ASALH's century-long work and Canada's expanding Black entrepreneurship ecosystem, SMEs can position themselves to help establish the next century of Black business leadership and community wealth

Yourroleinstayinguptodateisintegraltoour sharedmissionoffosteringacommunityof innovators CanadianSMEMagazineisavaluable treasuretroveofentrepreneurialknowledge Click heretosubscribetoourmonthlyeditionsforupdates onCanadianbusinesses.Followourhandle, @canadian_sme,onXtostayupdatedonall businesstrendsanddevelopments.Yoursupportis crucialtoourmission.

Disclaimer:Thisarticleisbasedonpubliclyavailable informationintendedonlyforinformationalpurposes. CanadianSMESmallBusinessMagazinedoesnot endorseorguaranteeanyproductsorservices mentioned.Readersareadvisedtoconducttheir researchandduediligencebeforemakingbusiness decisions.

28

LeadershipMoves forSmallBusiness Successin2026

BySkUddin

2026 will be a crucial year for Canadian small businesses as they navigate competitive labour markets, technological disruption, and evolving inclusivity demands These 26 short leadership techniques are intended for use in real organizations with limited time and resources Many of them were inspired by Black entrepreneurs and CanadianSME Awards finalists

Finding and Keeping the Right People

1) 2)

Sell your small size as an advantage - When hiring against larger companies, highlight opportunities for leadership, a range of duties, and quicker advancement

3)

Train for skills, hire for attitude Prioritize cultural fit and mindset before investing in upskilling through mentorship, classes, and challenging projects

Make use of structured interviews - To lessen prejudice, utilize a straightforward scoring criterion, and ask the same fundamental questions of each candidate

4) 5)

Develop an onboarding strategy for 30-, 60-, or 90-day periods. Clearly define check-ins, milestones, and early wins for each new hire.

Take a cue from Black entrepreneurship programs: establish structured mentorship within programs like BACEL, which demonstrate how mentorship accelerates Black entrepreneurs' learning and self-assurance; then adapt this by matching new recruits with seasoned staff.

6)

During interviews, ask finalists, "How have you bounced back from a setback?" Resilience is a key indicator of success in small businesses, according to award stories.

Building Inclusive, High-Trust Teams

Put your culture on a single page - Capture values, behaviours, and what “great” looks like in your workplace so hiring and decisions align Set up career talks every three months

Ask staff members about their objectives, hobbies, and what would make their work more meaningful outside of performance reports

Take inspiration from Black-led initiatives - Focus on community and purpose BACEL and other Black entrepreneurial initiatives emphasize shared achievement, community impact, and mission; incorporate these concepts into your own cultural story.

Learn from the Best SME Employers in CanadaExamine top-ranked small and medium-sized businesses' perks, flexibility, and recognition policies, then replicate one or two concepts that work for you

Make a fundamental leadership development investment. Trust and performance can be improved even with a basic internal program or external manager workshops

Honour the role models of Black and other diverse populations To broaden the definition of leadership within your organization, leverage internal channels to share the experiences of Black Canadian entrepreneurs and award-winning leaders

14) 15) 16) 17) 18)

Construct a "resilience buffer" - Inspired by award-winning companies that weathered downturns by maintaining liquidity Set a long-term goal of at least a few months' worth of operational expenses

Use targeted funding to support Black and minority-owned businesses

Investigate Black Entrepreneurship Program programs and associated project requests if you are qualified

At a minimum, pricing should be reviewed at least once a year, as many Canadian SMEs underprice Benchmarks, value-based pricing, and inflation trends can inform rate resets

Monitor three key financial KPIs. For instance, ensure leadership is aware of gross margin, cash conversion cycle, and recurring revenue share on a monthly basis

Take note of the award finalists' use of AI Innovative finalists frequently employ AI for productivity, scenario modelling, and forecasting; begin by automating a single administrative or financial activity

Make a basic 12-month cash flow forecast - To anticipate gaps and prevent surprises, update monthly

Operations: Systems That Scale

List your top five procedures Write straightforward, step-by-step instructions for sales, onboarding, invoicing, customer service, and one primary operational procedure

Establish a leadership meeting every week Everyone stays in sync by reviewing priorities, obstacles, and metrics during a 20–30 minute check-in

Marketing & Growth: Visibility with Values

19) 24) 25) 20) 21)

Learn resilience from Black entrepreneurial training Systems, not heroics, are the focus of programs like BACEL, which employ checklists, templates, and playbooks to ensure that success is not reliant on a single individual

26)

Describe your main point in one paragraph The message of many CanadianSME award finalists reflects this strategy: use language that explains who you serve, what problem you solve, and why you are unique.

Emphasize the impact on customers and the community, not just products Incorporate social effect from your case studies and brand narrative; Black entrepreneurs frequently emphasize community benefits and representation

22) 23)

Every quarter, pilot one automation Start small with help desk routing, CRM workflows, or automated invoice reminders

Make a basic scorecard for partners and vendors Prioritize key suppliers based on factors such as cost, reliability, diversity (especially Black-owned status), and alignment with your values

27)

28)

Visit the location of your ecosystem - Take a cue from Black founders and finalists who use community events, accelerators, and awards to establish networks and reputation

Five methods to repurpose a single taleCreate a blog, social media postings, a brief video, a newsletter feature, and content for an award submission based on a single success story (such as a Black customer or partner victory)

Monitor two basic marketing metrics For small teams: monthly leads and conversion rate; evaluate each month and modify campaigns as necessary

Your role in staying up to date is integral to our shared mission of fostering a community of innovators CanadianSME Magazine is a valuable treasure trove of entrepreneurial knowledge Click here to subscribe to our monthly editions for updates on Canadian businesses Follow our handle, @canadian_sme, on X to stay updated on all business trends and developments Your support is crucial to our mission

Disclaimer: This article is based on publicly available information intended only for informational purposes CanadianSME Small Business Magazine does not endorse or guarantee any products or services mentioned Readers are advised to conduct their research and due diligence before making business decisions

Black Founders Shaping Canada’s SME Economy

ByMaheenBari

Black entrepreneurs are increasingly important in Canada's small business sector, driving innovation, job creation, and community wealth-building despite ongoing systemic barriers Their experiences demonstrate extraordinary endurance in the face of capital shortages and systemic discrimination, and show how targeted programs, smart collaborations, and community ecosystems can drive large-scale growth

This year is all about Black History Month, titled "A Century of Black History Commemorations," which marks 100 years of celebrating Black life and achievements around the world, especially entrepreneurial efforts.

A Rising Force in Canada’s Economy

Black-owned enterprises in Canada are increasing in quantity, ambition, and effect According to a recent ecosystem study, Black entrepreneurs are projected to account for approximately 3 2% of all Canadian business owners by 2034, up from 2 4% currently, resulting in tens of thousands of new enterprises over the next 10 years Many of these founders are first-generation entrepreneurs, meaning they are the first in their family to start and grow businesses, which increases both the risk and the potential profit

However, access to financing remains the most frequently reported barrier to success for Black founders, affecting both early-stage startups and growthstage businesses According to studies and community accounts, Black business owners face higher rejection rates, stricter collateral requirements, and less access to informal networks that traditionally connect entrepreneurs with investors and lenders At the same time, optimism remains high: the vast majority of Black entrepreneurs express confidence in their long-term prospects, fuelled by community support, specific federal programs, and a burgeoning ecosystem of banks, accelerators, and nonprofit organizations dedicated to their success

Tech: Building Scalable, Investor-Ready Ventures

Black founders in Canadian tech hotspots such as Toronto and Montreal are establishing software, finance, and platform businesses that can scale beyond their local markets Many of these entrepreneurs operate in a financial environment that has historically underserved Black-led digital firms, which is why vehicles such as the Black Innovation Fund and accelerator programs for Black inventors have become critical These programs help founders refine their business models, validate products, and prepare for institutional investment by combining equity financing, mentorship, and networking opportunities.

A prevalent feature among successful Black tech founders is a focus on addressing unmet needs in financial inclusion, e-commerce infrastructure, and community services They frequently create enterprises with global potential while remaining strongly engaged with local communities, recruiting diverse staff, and investing in youth training or coding initiatives These executives regularly cite strategic partnerships with universities, corporate innovation labs, and ecosystem organizations as critical levers for legitimacy and scalability

To lengthen the runway, Black-led enterprises may leverage targeted capital, such as venture capital, alongside government-backed credit programs Many also use accelerators and incubators, which offer structured programming, investor introductions, and peer communities to assist founders with due diligence and term sheets

Retail & Services: Rooted in Community Impact

Black-owned retail and service enterprises, which range from food and fashion to professional services and health, play an important role in community economies across Canada These businesses frequently service both mainstream and specialized markets, particularly Black communities, which have traditionally been disregarded by larger corporations According to the data, a significant share of clients at Black-owned businesses come from Black communities, underscoring that these businesses offer culturally distinct products and services that others do not

The influence on the community goes far beyond sales A multiplier effect for economic mobility is created by the deliberate local hiring, grassroots event sponsorship, and mentoring of emerging entrepreneurs by numerous Black founders in retail and services Their ability to bounce back from recent economic setbacks is evident in how they redesigned in-person experiences, transitioned to e-commerce, introduced delivery options, and leveraged digital marketing to reach new audiences

But in many industries, where margins can be narrow and collateral is scarce, financial constraints are severe To close the gap, entrepreneurs often combine commercial bank programs designed for Black-owned firms with community-based funding (such as microloans and community capital funds), as well as federal and regional incentives centred on inclusive economic development Retail and service entrepreneurs can invest in inventory, store upgrades, digital tools, and employee training with this mixedfunding strategy

How They Did

It: Capital, Partnerships, and Scaling

Behind many success stories is a building infrastructure that aims to address funding shortages and strengthen ecosystems for Black entrepreneurs in Canada The federal Black Entrepreneurship Program, renewed for $189 million through 2030, combines a $250,000 loan fund with ecosystem investments to support training, mentorship, and advisory services. This project, developed in collaboration with the Federation of African Canadian Economics (FACE) and institutions such as BDC, has already helped tens of thousands of entrepreneurs and disbursed tens of millions of dollars in loans

Inadditiontofederalprograms,Canadian banksandcommunityorganizationshave developedtailoredofferingsforBlack entrepreneurs.InstitutionssuchasRBC,CIBC, BMO,andScotiabankofferspecificlending criteria,advisingservices,andtiestogroups suchastheCanadianBlackChamberof CommerceandtheBlackOpportunityFund. Thesecollaborationshelpentrepreneurs become"creditready"bystrengthening businessstrategies,financialliteracy,and governancestructures criticalstepstoward addressingsystemicbiasinlending.

The best strategies for entrepreneurs who want to expand outside local markets combine:

Bank initiatives for Black entrepreneurs, government-backed loans, and occasionally mission-driven equity capital are examples of targeted capital

Strategic alliances: working together with corporate supply chains, colleges, chambers of commerce, and accelerators to reach new markets.

Support for the ecosystem includes peer networks, mentorship, and advisory services provided by regional projects and the Black Entrepreneurship Program Ecosystem Fund

In addition to building successful businesses, Black entrepreneurs in the digital, retail, and service sectors are transforming Canada's SME economy to be wealthier and more inclusive by leveraging a combination of finance, collaboration, and ecosystem resources

Your role in staying up to date is integral to our shared mission of fostering a community of innovators

CanadianSME Magazine is a valuable treasure trove of entrepreneurial knowledge Click here to subscribe to our monthly editions for updates on Canadian businesses Follow our handle, @canadian sme, on X to stay updated on all business trends and developments Your support is crucial to our mission

Disclaimer: This article is based on publicly available information intended only for informational purposes

CanadianSME Small Business Magazine does not endorse or guarantee any products or services mentioned Readers are advised to conduct their research and due diligence before making business decisions

LeadingTeams Remotely withthe RightToo

ByMaheenBari

To manage high-performing teams anywhere in the world, Canadian sm business executives are increasingl assistants, collaboration platforms, travel management systems SMEs combine technology with meaningf are outperforming competitors dom and internationally, as digital adoption accelerates and strategic travel remains essential to success

Why “Lead from Anywhere” Is the New Normal

Large enterprises are no longer the only ones undergoing digital transformation; Canadian SMEs are adopting cloud tools, automation, and artificial intelligence in ways that are drastically reshaping team management Although still in its early stages, national and G7-level reports indicate that SMEs' adoption of AI is rapidly expanding as tools become more affordable, easier to use, and integrated into standard software AI and digital platforms are increasingly used for efficiency rather than as futuristic experiments, according to CanadianSME stories and federal briefings

"Anywhereleadership"referstoaleader'sabilityto coachteams,makedecisions,andmonitor performance,whethertheyareonaplane,ataclient site,orattheirdesk.Smallteamscancoordinatework inrealtimeacrosscitiesandtimezonesusingcloudbasedcollaborationplatforms,projectmanagement tools,andintegratedtravelsolutions.Recognizing resourceconstraintsandtheneedforstraightforward, practicaladvice,government-backedAItoolkitsand playbooksareemergingtohelpSMEsadopt technologysafelyandstrategically.Theoutcomeisa newsetofleadershipskills,includingdigitalfluency, datacomfort,andthecapacitytocreateroutinesthat operateevenwhenthefounderisalwaysonthego.

ImageCourtesy:Canva

Service Firm Scaling with AI Assistants and Cloud Tools

A professional services SME in Toronto demonstrates how cloud platforms and AI assistants can expand leadership reach The company implemented AI-powered tools for email drafting, proposal production, and knowledge search, as well as a cloud collaboration suite for documents and communications, in response to labour shortages and growing demand for prompt responses. Entrepreneurs utilizing AI claim lower operating expenses and increased productivity, according to Statistics Canada and private studies; this firm's experience reflects this trend

Leaders may now check dashboards and approve important decisions from anywhere Before meetings, AI summarizes long client threads into actionable items, and automated reminders ensure deadlines are not missed while the founder is away A shared project management solution ensures that tasks, owners, and timelines are visible to the entire team, making it easy to delegate and maintain accountability remotely

Thecorporationdidnotimplementa"bigbang" transition.ItstartedwithaspecificAIplaybook: identifythreehigh-frictionjobs(drafting standardemails,summarizingpapers,and generatingfirst-draftproposals),testtoolswith asmallgroup,andgraduallyscalethemout oncevaluewasshown.Theleadershiplessonis clear:startbyeliminatingdrudgeryusing digitaltools,thenreinvestthetimesavedin higher-valueclientworkandteamgrowth.

Product Company Using Digital Tools + Strategic Travel to Enter New Markets

Another illustration is the growth of a Canadian product company into new export markets and provinces The leadership team uses e-commerce platforms, digital marketing, and CRM technologies to manage relationships and assess demand, rather than opening large local offices. They also use strategic travel to strengthen relationships with important distributors and partners

Digital tools build the foundation: CRM data indicates which leads are most engaged, while analytics from their online store and ad platforms show where interest is strongest Then, using travel analytics insights indicating where in-person meetings are most likely to close transactions or advance collaborations, leaders schedule focused business travel to those regions

According to CanadianSME travel material, SMEs can save up to double-digit percentages on travel expenses by utilizing customized travel plans and booking tools, freeing up funds for product development and marketing Cloud collaboration suites, mobile CRM apps, and AI note-takers that record meeting outcomes in real time let CEOs stay fully connected while travelling Centralized technologies make it easy to evaluate pipeline movement and revenue versus travel expenses after each trip, informing future decisions on where and when to make in-person appearances.

Leadership Tech Stack: AI, Collaboration, and Travel Management

A common leadership tech stack appears in all of these situations

AI assistants integrated into email, papers, and CRM to summarize, draft, and prioritize are key elements for 2026

These assistants are particularly helpful for founder-led teams with a small support staff.

Tools for cloud collaboration (documents, chat, project boards) that minimize reliance on the founder's physical presence while maintaining work visibility.

SME-focused hotel and travel programs with centralized booking, discounts, and reporting dashboards are examples of travel management solutions designed specifically for SMEs.

The G7 and Canadian toolkits emphasize that smaller enterprises should approach AI and digital adoption with a plan: identify use cases, pool resources through business communities, and integrate financial and consulting services This systematic strategy reduces risk and helps executives avoid "tool sprawl," in which too many disconnected apps create more confusion than productivity

Leading Digitally from Anywhere

The Canadian guideline for SMEs proposes a straightforward framework for tech-enabled leadership.

Step 1: Identify decisions and bottlenecks List your key weekly decisions and identify areas where delays or miscommunication occur This demonstrates how digital tools (dashboards, shared boards, and AI summaries) can help

Step 2: Digitize one workflow at a time Choose a highimpact flow client proposals, customer assistance, or travel approvals and gradually incorporate AI and collaborative tools, monitoring response times, error rates, and satisfaction

Step 3: Connect travel and data. Use CRM and analytics to identify which markets and clients require in-person visits, then leverage SME travel programs and digital itineraries to reduce costs and increase visibility

Step 4: Develop team abilities, not just tools Train employees in AI literacy, digital collaboration norms, and distant communication so that technology complements, rather than replaces, human judgment By implementing these measures, leaders can harness technology to improve operations, empower people, and expand into new areas, even when they are not physically present.

Your role in staying up to date is integral to our shared mission of fostering a community of innovators CanadianSMEMagazine is a valuable treasure trove of entrepreneurial knowledge Clickhere to subscribe to our monthly editions for updates on Canadian businesses Follow our handle, @canadian sme, on X to stay updated on all business trends and developments Your support is crucial to our mission

Disclaimer: This article is based on publicly available information intended only for informational purposes CanadianSME Small Business Magazine does not endorse or guarantee any products or services mentioned Readers are advised to conduct their research and due diligence before making business decisions

In this exclusive interview with CanadianSME Small Business Magazine, Jason Murray, Founder and Managing Partner of BES Executive Search Inc , reflects on two decades spent reshaping how organizations identify, assess, and support senior leadership Drawing from hands-on experience across more than a thousand executive searches, Murray shares candid insights on building a values-led firm, navigating resistance to change, and why inclusive leadership is not a moral add-on but a performance imperative in today’s boardrooms.

InterviewBySKUddin

Jason Murray is the Founder, President, and Managing Partner of BES Executive Search Inc , a Toronto-based executive search and leadership advisory firm. Over his 20-year career, Jason has worked on more than 1,000 executive searches and has delivered equity, diversity, inclusion, and accessibility (EDIA) advisory services for organizations across Canada.

Before founding BES, Jason built his career across multinational and boutique executive search environments and in management consulting, developing deep expertise in leadership assessment, organizational design, and inclusive talent systems His work is grounded in a strong communityfacing orientation

Jason is currently Chair of the Board for Business in the Streets (BITS), Former Chair of the Board of the Toronto Fringe Festival, and has collaborated with hundreds of organizations committed to workforce representation He holds an Honours BA from the University of Toronto and a Master’s degree in Management from Boston University, with additional training in unconscious-bias decision-making, data analytics, and the ethical use of AI in recruitment

Jason Murray

You’ve built a career leading executive searches and now run your own firm. What have been the biggest hurdles in your business journey, and were there moments you seriously questioned whether to keep going?

Building BES Executive Search has been deeply rewarding but not linear One of the biggest hurdles has been operating at the intersection of values and business in a market that often prefers comfort over change. There were moments, particularly during periods of economic and political pushback against equity-focused work, where demand softened and scepticism surfaced not about our results, but about our purpose

Despite the pressures and occasional challenges that come with running a business, I never question whether to keep going What keeps me going is clarity! I know that the work that our firm does really matters. We’re not just offering concepts to our clients we ’ re delivering measurable outcomes, exceptional leaders, stronger retention, and healthier cultures

Entrepreneurship requires sitting with uncertainty without abandoning conviction Every time a client says to me, “Weve never experienced a recruitment process like that before,” and every time a candidate says, “I’ve never felt so supported in a recruitment process, ” it reinforces why I started BES Executive Search and why it needs to continue

Working to increase representation at senior tables means pushing against long-standing systems. What kinds of resistance or obstacles have you encountered in trying to change how organizations hire, and how have you navigated them?

Resistance usually doesn’t arrive loudly it shows up subtly I’ve encountered hesitation around redefining fit,’ discomfort with expanding networks beyond familiar circles, and concern that processes that intentionally highlight the importance of representation might compromise rigor None of these concerns are new but they are often rooted in habit, not evidence

We navigate this by grounding conversations in outcomes Inclusive hiring isn’t about lowering standards; its about correcting blind spots When organizations see that broader talent pools and I like to call them ‘talent oceans ’ as we go deep when finding talent lead to stronger leadership teams, innovation improves as organizations introduce many more levers for growth

We also focus heavily on process Bias isn’t just personal it’s structural By redesigning how roles are scoped, how candidates are assessed, and how decisions are made, resistance becomes less ideological and more operational

Changehappenswhen organizationsfeel supportedratherthan judged.Ourroleisn’tto push—it’stoguide, partner,anddemonstrate what’spossiblewhen systemsevolve intentionally.

As a Black founder in the executive search space, what unique challenges have you faced around access, credibility, or expectations and how have those experiences shaped the way you lead and serve clients today?

As a Black founder in executive search, one of the most persistent challenges is the weight of consequence There is an unspoken view that any shortcoming real or perceived may be attributed not only to me as an individual, but to an organization’s decision to partner with a Black-led firm or to the values that our firm represents This creates a narrower margin for error that other firms wouldn’t experience in the same way. Within Black communities, this reality is well understood: if you want to build something that endures, excellence is not optional

The context that we ’ re working under shapes how we serve clients, which ultimately benefits them as excellence has become ingrained in us I run a search practice that is evidence-based, disciplined, and outcomes-driven It’s also really important to me to help organizations expand how they define “ready” and/or “qualified” when considering candidates My leadership is intentional and grounded in accountability, and I find that clients come to my team and me for helpful advice, clarity, and the confidence that the right leader sometimes people who are overlooked elsewhere will be found and supported

With February being Black History Month, what message would you most like to share with Black entrepreneurs who are building businesses within existing power structures, yet trying to transform those structures from the inside?

To Black entrepreneurs building within existing power structures: your clarity is your anchor You don’t need to become smaller, quieter, or more palatable to succeed but you do need strategy and community.

Transformationfromtheinsidetakestimeassystems respondslowlytodisruption—especiallywhenlong-held assumptionsarechallenged.Therewillbemoments whenprogressfeelsinvisible,butdowhatyoucanto keepgoingaschangetostructuresandsystemsis happening.BlackHistoryMonthremindsusthat progresshasalwaysbeendrivenbypeoplewho persistedevenwhenthepathwasn’tclear.Yourwork matters—notjustfortoday,butforthosewhowillbuild uponwhatyoudoafteryou.

For Black founders specifically, what practical advice would you offer about networking, positioning, or resilience and what do you wish more organizations understood about the value of truly diverse leadership at the decisionmaking table?

For Black founders, I’d offer three pieces of practical advice. First, be intentional about proximity to decision-makers, not just networks focus on relationships where influence and accountability sit Second, position your work through outcomes, not effort; lead with results, insight, and the value you create, even when others underestimate your expertise Third, treat resilience as a strategy, not a reaction. Build systems of support, protect your confidence, and don’t internalize barriers that were never yours to carry

Finally, what I wish more organizations understood is that diverse leadership isn’t about representation it’s about performance Homogeneous teams miss signals, misjudge risk, and overestimate their own assumptions Leaders with different lived experiences don’t just add perspective; they change the quality of decisions But that advantage only materializes when inclusion is operational, not rhetorical

Disclaimer:Theviewsandopinionsexpressed inthisinterviewarethoseoftheinterviewee anddonotnecessarilyreflecttheofficialpolicy orpositionofCanadianSMESmallBusiness Magazine.Ourplatformisdedicatedto fosteringdialogueandsharinginsightsthat inspireandempowersmallandmedium-sized businessesacrossCanada.

HowRankPRO IsDefiningThePowerofLocal SearchforSmallBusinesses

ArticleByPagePros

In today's digital environment, people use Google to find nearby companies Whether you ' re looking for carpenters, restaurants, realtors, or healthcare providers, businesses that appear in the top three spots on Google Maps are instantly trusted Ranking in those highly sought-after top positions is critical for small businesses RankPRO, a structured SEO strategy developed by Page Pros, helps small businesses achieve top-tier rankings by increasing exposure, authority, and consistent customer leads.

Why Ranking in Google’s Top 3 Matters

Small businesses frequently operate in crowded local marketplaces, where visibility is a significant distinction Businesses that appear in the top three Google Maps results are considerably more likely to be clicked on by potential customers According to research, the top three local results on Google Maps account for a large percentage of all click-throughs

According to a BrightLocal 2020 survey, 64% of consumers scan the first page of Google results when looking for a local business, with the top three results garnering the most attention Securing a top-three position in Google Maps can dramatically enhance the visibility, trustworthiness, and, most crucially, the number of client inquiries of small businesses, particularly those that are new or competing with larger enterprises ByenhancingGoogleBusiness

ImageCourtesy:Canva

RankPRO: The Pathway to Google Maps Domination

RankPRO provides a comprehensive SEO approach that ensures businesses rank in the top three local search results. It accomplishes this by improving the qualities that Google values most, such as proximity, relevance, and authority Here is how RankPRO works:

Optimizing Google Business Profiles - RankPRO optimizes your Google Business Profile by focusing on important factors such as service descriptions, categories, keywords, and high-quality photos These factors improve the profile's relevance and engagement, allowing it to appear in more local searches Accurate, complete profiles provide Google with more data to better understand your company and boost your rankings

Building Local Authority - Local authority is one of the most important elements in Google Maps rankings RankPRO assists businesses in establishing and maintaining strong authority by ensuring that their content is consistent and correct across the web. This includes maintaining current business information on directories, review websites, and social media platforms. The more consistent and credible your company information is, the greater your local authority will become

Review Strategies for Increasing Ranking

Customer reviews have a direct impact on ranking, not just on building trust RankPRO includes a review strategy that encourages customers to leave genuine, positive reviews, thereby improving ranking performance Google places a high value on customer feedback; implementing a review strategy can directly improve your search visibility

Monitoring

and

Adjusting SEO Strategies

- RankPRO is not a one-time SEO trick; it is a long-term approach Google's algorithms are continuously evolving, and RankPRO keeps up with the latest revisions, ensuring that businesses respond to changes in search algorithms, market trends, and competition By regularly monitoring ranking positions and competitor performance, RankPRO helps firms maintain their top-three rankings

Local Relevance and Proximity - Google emphasizes businesses that are nearest to the searcher, RankPRO focuses on improving proximity signals to guarantee businesses appear in the most relevant local search results This includes handling local citations and ensuring the business's physical location aligns with the desired market area

Long-Term Success with RankPRO

RankPRO transforms Google into a formidable growth engine for small enterprises. RankPRO provides businesses with a huge competitive advantage by focusing on the most lucrative search placements - the top three spots on Google Maps Strong Google rankings translate into increased trustworthiness, visibility, and persistent inquiries

Page Pros assists small businesses by developing ranking strategies that yield longterm, sustainable outcomes Small businesses use RankPRO to dominate local search results and turn searchers into loyal clients, rather than just compete For more information on how RankPRO may help your business rank higher on Google, please visit pagepros io/rankpro

Yourroleinstayingupdatedisintegraltooursharedmissionof fosteringacommunityofinnovators CanadianSMEMagazineisa valuabletreasuretroveofentrepreneurialknowledge Clickhereto subscribetoourmonthlyeditionsforupdatesonCanadian businesses Followourhandle,@canadian sme,onXtostayupdated onallbusinesstrendsanddevelopments Yoursupportiscrucialto ourmission

Disclaimer:Thisarticleisbasedonpubliclyavailableinformation intendedonlyforinformationalpurposes CanadianSMESmall BusinessMagazinedoesnotendorseorguaranteeanyproductsor servicesmentioned Readersareadvisedtoconducttheirresearch andduediligencebeforemakingbusinessdecisions

Leadership ontheMoveforTravellingFounders

“Every Trip Has a Revenue Goal” –The Sales-Driven Founder

For many Canadian entrepreneurs, the real work occurs not only at the office, but also in airport lounges, hotel lobbies, and taxis between meetings As exports, cross-border deals, and global alliances increase, small business owners spend more time on the road, turning trips into revenue, partnerships, and brand visibility

A Toronto-based B2B tech creator calls business travel " a moving sales machine " The majority of the company ' s trips revolve around conferences, investor meetings, and client visits in cities such as New York, London, and San Francisco The founder rarely travels for a single meeting; rather, each trip is planned around a minimum revenue or pipeline goal That could entail scheduling three to five client meetings around a conference, scheduling investor coffees, and including at least one partner meeting on the agenda

The founder's rule is straightforward: no "nice-to-have" excursions If a flight is planned, the trip must result in a clear commercial outcome, such as closing a contract, advancing a major prospect, or establishing a new channel alliance To enable this, the team uses a common CRM and calendar to track who is in which city and when, allowing the founder to schedule meetings and minimize wasting time After the trip, there is a strict 48-hour follow-up window to send personalized emails, proposals, and LinkedIn messages to maintain momentum

“Travel Is My Strategy Lab” –

Another Canadian founder building a services organization across North America sees travel as more about strategic relationships than quick revenue Before investing in a new market, this entrepreneur visits accelerators, chambers of commerce, and partner offices to understand the local ecosystem Meetings with potential channel partners, resellers, and ecosystem builders (incubators, export programs, and travel partners) are viewed as valuable "learning sprints "

This creator credits travel with facilitating critical collaborations that would not have occurred via video calls, including a regional reseller agreement and a co-marketing agreement with a major travel and hotel brand, intended exclusively for SMEs They leverage initiatives such as Startup Global and trade missions to anchor travel, then build their own meetings around those activities

“Visibility Is Currency” –The Brand-Builder Founder

A third Canadian creator, in the travel and mobility area, views each journey as a visibility campaign After relocating the worldwide headquarters to Canada as part of an international expansion, this CEO devotes significant time to ecosystem events, panel discussions, and meetings with media and city officials The goal is to establish the company ' s reputation as a major, long-term player in Canada and elsewhere

This founder's strategy is to over-index on visibility early in a new market: say yes to key speaking opportunities, accept investor introductions, and attend industry roundtables where customers and regulators convene. Travel is coordinated with PR and marketing to ensure each trip includes at least one high-profile event, such as a launch, panel appearance, or partnership announcement While these initiatives may not yield immediate cash, they help build trust, attract talent, and generate the social proof needed to win larger business in the future

Tech Stack, Routines, and Productivity Hacks

Founders who live on the road rely on a lean tech stack and strict habits to avoid fatigue and keep decisions flowing

Must-have tech stack:

Bookings, discounts, and reporting are managed by a centralized travel platform or SME travel program (such as IHG Business Edge or a Canadian SME-focused travel management partner).

Mobile CRM and sales solutions offer realtime note-taking and follow-up, including meeting tracking between flights.

Use calendar and routing applications to organize meetings and save time travelling between cities.

Travel routines & productivity hacks:

Create tours around "themes" such as a sales sprint, a partner week, or an ecosystem tour, such that each day promotes a certain strategic goal

Set aside quiet work time on travel days for proposals, board updates, and strategic thinking Consider flights and trains as "deep-focus zones "

Follow a stringent follow-up protocol: register new contacts within 24 hours and provide personalized outreach within 48 hours

Maintain health and consistency by following simple routines, such as a consistent morning routine, exercise, and setting clear boundaries for late-night meetings

How Travelling Leaders Keep It Sustainable

Founders who travel regularly realize the importance of making business travel sustainable for themselves, their teams, and the environment Many Canadian executives now view travel as a portfolio of must-attend in-person meetings, virtual engagements, and regional excursions that reduce costs and emissions They rely on negotiated SME programs, corporate travel partners, and loyalty programs to stretch their budgets while maintaining safety and luxury

Personal sustainability is equally vital Experienced founders minimize red-eye flights when vital meetings follow the next morning, schedule buffer time after longhaul travel, and avoid making important decisions while weary. Some intentionally teach their colleagues to decline unnecessary travel and to share decisionmaking responsibilities, so that leadership is not reliant on a single person always being on a plane

Intentionalityisthekeyfactorthat distinguishessuccessfultravel foundersfromburnoutroadwarriors. Everyjourneyservesapurpose,every meetinghasafollow-upplan,and eachnewrelationshipisintegrated intothecompany'slong-term strategy.

Yourroleinstayinguptodateisintegraltooursharedmissionoffostering acommunityofinnovators CanadianSMEMagazineisavaluabletreasure troveofentrepreneurialknowledge Clickheretosubscribetoourmonthly editionsforupdatesonCanadianbusinesses Followourhandle, @canadian_sme,onXtostayupdatedonallbusinesstrendsand developments Yoursupportiscrucialtoourmission

Disclaimer:Thisarticleisbasedonpubliclyavailableinformationintended onlyforinformationalpurposes CanadianSMESmallBusinessMagazine doesnotendorseorguaranteeanyproductsorservicesmentioned Readersareadvisedtoconducttheirresearchandduediligencebefore makingbusinessdecisions

MakingBlackHistory MonthCountAllYear Leadingwith Inclusion:

ByKripaAnand

As we celebrate Black History Month, we see this as a time to recognize, honour, and reflect on the achievements, contributions, and enduring impact of Black communities throughout history Black History Month is a significant time for Canadian small companies, but whether Black-owned businesses are supported and included throughout the other eleven months of the year is the true litmus test of leadership There has never been a better moment for SMEs to move beyond token gestures and embed equity into daily decisions, thanks to new federal funding, ecosystem tools, and supplier diversity programs

From Performative to Year-Round Inclusion

Performative Black History Month activity typically manifests as a burst of social media posts in February, one-time events, or generic comments that are unrelated to any long-term change in policy or practice In contrast, inclusive small businesses use February as a checkpoint in a year-long inclusion strategy, assessing progress, boosting Black voices and partners, and making new, specific promises

In Canada, the expanded Black Entrepreneurship Programme and the Black Entrepreneurship Knowledge Hub make it easier than ever for businesses to interact with Black-owned suppliers, mentors, and community organizations The government has committed an additional $189 million to the program and has established tools, such as the Ecosystem Mapping Tool, to raise awareness of Black-owned businesses and support organizations nationwide. This means small businesses can no longer claim they "don't know where to start," as the infrastructure is now available to assist them

Policies and daily procedures, not just events, are the foundation of inclusive leadership A straightforward policy checklist can help Canadian SMEs achieve their goals.

Core Policy Checklist (Hr And Workplace)

Create or update an inclusiveness and antiracism statement that explicitly addresses antiBlack racism and connects it to your company ' s principles

To avoid bias in hiring and promotion, consider using structured interviews, diverse hiring panels, and role-based criteria

Create a straightforward process for employees to report discrimination or microaggressions, with documented confidentiality and follow-up measures

Track basic diversity data (when legally permissible and voluntary) to assess the representation of Black and other underrepresented personnel throughout levels

Operational Practices Checklist

Incorporate inclusion into regular leadership and team meetings, such as by making it a standing agenda item for culture, feedback, and employee experience.

Consider equality and inclusion in all aspects of business strategy, including marketing, product selections, and collaborations

Set one or two annual measurable inclusion goals (e g , representation, engagement, supplier diversity) and report success to staff.

Inclusive Policies and Internal Practices Checklist For Internal Education and Dialogue

Education is necessary if Black History Month is to be more than just a calendar occasion For small teams without large HR departments, the approach is to start small, stay consistent, and collaborate with credible firms.

Internal Education Checklist

Provide at least one learning session per quarter on themes such as anti-Black racism, inclusive leadership, and the history and contributions of Black Canadians.

Engage Canadian Black speakers, consultants, or community leaders, and compensate them appropriately.

Share Canadian resources on Black entrepreneurship and professional leadership, including articles, podcasts, and films, that go beyond historical luminaries.

Encourage managers to incorporate inclusion topics into frequent 1:1s and team meetings, and solicit questions and feedback

Dialogue And Accountability Checklist

Create safe, optional settings (roundtables, listening sessions) where Black employees can share their stories without feeling obligated to educate others

At least once a year, solicit anonymous input on inclusion efforts and report findings and planned changes

Celebrate successes, such as new partnerships with Black-owned firms or policy advances, while noting the need for further progress

Partnering with and Spotlighting Black-Owned Businesses

Supplier diversity is one of the most effective strategies for small businesses to achieve yearround economic inclusion In Canada, diverseowned suppliers, especially Black-owned firms, can seek certification and gain access to networks that connect them with buyers, particularly SMEs

Supplier diversity checklist for SMEs

Determine where you now purchase goods and services (e g , marketing, catering, consulting, technology, office supplies)

Set a modest target to allocate a portion of the spend to Black-owned and diverse suppliers within 12-24 months

Use directories and mapping tools to identify Black-owned vendors, such as Black entrepreneurship ecosystem maps and curated lists of firms.

Ask major vendors about their supplier diversity initiatives to increase impact throughout your supply chain

Spotlighting Black-Owned Businesses (Beyond February)

Regularly highlight Black-owned vendors and partners in your emails, social media, and events, describing what they do and why you choose to collaborate with them

Collaborate on collaborative campaigns or bundles, such as co-branded promotions, pop-up events, or cross-referrals, to increase income for both firms

Consider including Black-owned businesses in company gift programs and staff reward campaigns.

Turning February Commitments into Year-Round Action

The most credible Black History Month activities are supported by clear and consistent action on inclusion, education, and supplier diversity For Canadian SMEs, this means using February to publicly set or reaffirm annual goals such as a supplier diversity target, new partnerships with Black-owned firms, or specific internal education commitments and then reporting progress over the year

Leaders can also benefit from federal and ecosystem programs that promote Black entrepreneurship and inclusive growth The Black Entrepreneurship Program, its Ecosystem Fund, and the Black Entrepreneurship Knowledge Hub, as well as groups such as the BlackNorth Initiative, the Black Business Initiative, and the Black Business and Professional Association, offer tangible opportunities for collaboration. Small enterprises can transition from symbolic allyship to shared economic benefit by collaborating with these partners as mentors, consumers, advocates, or cocreators

Disclaimer:Thisarticleisbasedonpubliclyavailableinformationintended onlyforinformationalpurposes.CanadianSMESmallBusinessMagazine doesnotendorseorguaranteeanyproductsorservicesmentioned. Readersareadvisedtoconducttheirresearchandduediligencebefore makingbusinessdecisions. Ultimately,makingBlackHistoryMonthcount throughouttheyearrequirescontinuous, concreteeffortsthattransformhowacompany hires,buys,andleads.WhenSMEsinclude inclusionintheirdailyoperations,theyimprove theirteams,deepencommunitylinks,and contributetoafairerCanadianeconomy.

Yourroleinstayinguptodateisintegraltooursharedmissionoffostering acommunityofinnovators.CanadianSMEMagazineisavaluabletreasure troveofentrepreneurialknowledge.Clickheretosubscribetoourmonthly editionsforupdatesonCanadianbusinesses.Followourhandle, @canadian sme,onXtostayupdatedonallbusinesstrendsand developments.Yoursupportiscrucialtoourmission.

HowSMBsAreUsingAItoEliminate AdminWork-WithoutReplacing

TheirExistingSystemsandTeams

ArticleByProspectrumConsulting

For Canadian small and mid-sized businesses, administrative work has always been a drag on productivity In February and March, during peak tax season, that burden becomes impossible to ignore Receipts, expense reports, payroll documents, client forms, approvals, and follow-ups all compete for attention, often across systems that were never designed to work together

Many SMBs still assume that adopting AI means ripping out existing software or reducing headcount In practice, we ’ re seeing something far more pragmatic In our work with SMBs across real estate, construction, insurance, professional services, and shared office operations, AI is being used as an intelligence layer that understands information and executes routine tasks inside the tools businesses already rely on

We’ve seen businesses successfully automate expense tracking by letting AI read receipts, extract key details, and organize expenses by project, trip, or client without manual data entry Others deploy AI to handle client questions by interpreting requests and responding based on business-specific information and instructions provided to the AI through simple internal text documents, similar to briefing a staff member responsible for handling client queries The difference from traditional automation is context: the AI isn’t following static rules, it’s interpreting content and adapting to how each business operates

Tax season makes this especially tangible for accounting firms One accounting firm we work with uses AI to manage post-processing after tax returns are prepared. The AI reads PDF forms, identifies the correct client, routes documents for digital signature, tracks completion, and securely stores signed files while automatically notifying staff and clients All of this happens without changing their tax software or internal systems

Because these workflows involve sensitive financial and personal information, security and compliance are non-negotiable; successful implementations ensure data is handled securely and stored within the firm’s existing governance framework

Thebroadertakeawayisthateffective AIadoptionisn’taboutdisruption.It’s aboutreducingfrictionatthebusiest moments.PlatformslikeMr.Bizzy reflectthisshift-usingAItoquietly absorbadministrativeloadsoteams canstayfocusedonrevenue,efficient businessoperations,andclienttrust.

ImageCourtesy:Canva

WhyYourCorporationCould BeDissolvedWithoutWarning –AndHowtoStopIt

HowMissedLegalFilingsCanPutYour CorporationandYourPersonalLiabilityAtRisk

ByElenaFavaroViana,BusinessLawyer,EFVLegal

Every year, business owners across Canada are shocked to learn that their corporation has been dissolved without any warning Suddenly, signed contracts may be unenforceable, personal liability risks skyrocket, and all corporate revenue could be treated as personal income

Many owners assume they’re fully compliant simply because their tax returns are filed But corporate compliance has two distinct tracks: tax compliance, handled by accountants, and legal compliance, which depends on timely corporate filings and an up-to-date Corporate Minute Book. Missing the legal side is what puts corporations at risk.

The Filing Most Business Owners Never Hear About

Every corporation must file an Annual Return with its provincial or federal corporate registry

This is not a tax filing It is a legal confirmation of who owns and controls the corporation, where it is located, and whether it is still operating Missing the Annual Return can result in dissolution with no formal notice

These failures are often silent No one calls No invoice arrives A good Corporate lawyer will ensure this filing is never missed, but so many corporations were self-set up, and are selfmanaged Through our Corporate Concierge Services, we proactively notify clients of upcoming filing deadlines and manage all necessary paperwork, ensuring their corporations stay compliant without stress or oversight

Why This Is Happening More Now

Before spring 2021, many accountants managed annual corporate filings for their clients Regulatory changes shifted this responsibility into the legal domain, but most business owners weren’t notified As a result, corporations have continued operating while quietly slipping out of legal compliance This explains why issues often surface suddenly during financings, refinancing, or M&A transactions.

Even profitable corporations can be legally defective on paper We regularly see clients whose businesses are running smoothly but who are at risk because filings were missed or legal records werent properly updated By monitoring deadlines and managing all paperwork, we prevent these silent compliance failures before they become crises

Missing the legal details is a silent threat Most corporations are not dissolved because of bad business They are dissolved because no one was quietly handling the legal side behind the scenes

Author:ElenaFavaroVianaisacorporatelawyerandfounderof EFVLegalProfessionalCorporation Withafocusonsmall businesses,startups,andentrepreneurs,Elenahelpsclientsbuild legallysoundbusinessesfromthegroundup Knownforher practicalandapproachablestyle,shecombinesdeeplegal knowledgewithareal-worldunderstandingofwhatittakesto growabusinessintoday’senvironment Elenaregularlyspeaks ontopicssuchascontractessentials,businessstructures,and employmentlaw,withamissiontoempowerbusinessowners withthetoolstheyneedtoprotecttheirworkandthrivewith confidence

AkeemGardner onBreakingBarriers inBiotech&Bitcoin

In an exclusive interview with CanadianSME

Small Business Magazine, Akeem Gardner, CEO and Founder of Canurta Therapeutics, shares an unfiltered look at what it takes to build a science-driven company in one of Canada’s most complex and misunderstood sectors. From leaving a traditional legal path to leading a clinical-stage biotech company advancing botanical therapeutics, Akeem reflects on resilience, regulatory reality, capital discipline, and the responsibility of building with purpose.

InterviewBySKUddin

Akeem Gardner is the CEO & Founder of Canurta Therapeutics, a Canadian life sciences company building the next generation of botanical and cannabinoidbased therapeutics for complex inflammatory and neurodegenerative diseases With a founder-first mentality and a deep commitment to long-term value creation, Akeem has helped lead Canurta from early hemp cultivation to becoming a clinical-stage company advancing programs such as CNR401 and its broader PolyKye platform Akeem is also part of the leadership behind PharmaDrug Inc (CSE: PHRX), supporting Canurta’s pathway to the public markets and enabling long-term scaling through public equity infrastructure

Akeem brings a rare blend of academic, athletic, and professional experience to leadership. He holds dual degrees in Psychology and Philosophy, along with a Bachelor of Law, which has supported his ability to navigate scientific complexity, intellectual property strategy, and regulatory execution in a highly controlled sector.

As a Black founder in biotech, Akeem is dedicated to building globally relevant science-based companies rooted in integrity, resilience, and impact. He believes the future of Canadian innovation will be defined by disciplined operators who can bridge health outcomes, capital markets, and emerging technologies while staying grounded in community, mission, and long-term stewardship

CEOandFounderof CanurtaTherapeutics

You walked away from a traditional legal career path to become a hemp farmer and then a biotech founder with Canurta. What have been the toughest hurdles on that journey and what kept you going when it would have been easier to quit?

The toughest hurdles weren’t just the work to be done, but the stigma that came with it I was facing multiple layers of misunderstanding at the same time: people not knowing the difference between hemp and cannabis, the volatility of the Canadian cannabis market impacting hemp farmers, and the reality that traditional funding sources weren’t built for companies like the one I was building

Even today, we ’ re a biotechnology company developing medicines for people with serious neurodegenerative diseases but because one of our source ingredients comes from the hemp plant, banks, some government programs, and funds still treat us like were high-risk by default, before even looking at the facts We’re building real science, real IP, and real solutions for patients who are deteriorating rapidly We employ Canadians, and we have the ability to build medicines that can support both patients and Canada’s economy But many institutions are still too hesitant and too risk-averse to support it, and that forces us to look outside the country for growth

What keeps me going is the feeling that I have a deeper calling and mission and little by little, the world continues to understand what we ’ re building and why it matters And along this journey, I’ve built a team of incredible people who don’t just support the vision they continue to expand it

When I started on the farm, I couldn’t have imagined how big the impact would become

Working at the intersection of cannabis, hemp, and biotech comes with regulatory, funding, and perception challenges. How did you overcome these challenges and reach your business goals, and which milestones are you most proud of?

Resilience is really the only currency that matters in entrepreneurship Working at the intersection of hemp, cannabis, and biotech means you ’ re constantly proving that what you ’ re building is real to regulators, to capital markets, to institutions, and sometimes even to people in your own community

But I’ve also learned something important: behind every “system” are real people Im grateful for the ones who believed early Shoutout to leaders like Ruby Sahota and Charmaine Williams, and the support we ’ ve received from Ontario’s entrepreneurship ecosystem including the Brampton Entrepreneurship Centre (Home of the Hustle) and countless others Moments of encouragement matter more than people realize when you ’ re in the trenches building something new

I’m also proud of the mentors and programs that sharpened my execution especially AdMares Executive Institute and Creative Destruction Lab and of course my team at Canurta, who continue to turn vision into outcomes

One milestone Im most proud of was our path toward going public, and the conversations with PharmaDrug (PHRX CN) Stepping into a public-company environment has been a major milestone for me personally, because it creates a real platform for Canadian innovation to scale with discipline, transparency, and long-term capital alignment When the CSE approved the deal, it felt like a real breakthrough moment

And on a personal level, meeting patients every day keeps me locked in – and my wife and my family are my foundation through all of it

As a Black entrepreneur in a sector that has historically underrepresented Black founders especially in cannabis-adjacent industries—what specific barriers have you faced in capital raising, partnerships, or credibility, and how have you turned those experiences into fuel rather than frustration?

A lot of people don’t want to say it out loud, but the truth is this: cannabis has historically been framed through a Black market lens quasi-criminal, “underground,” and stigmatized So when you ’ re a Black founder building in a cannabis-adjacent space, some people already think they know your story before you even open your mouth

My goal has always been to change that perception Black people are smart We’re builders We’re innovators We can participate in legal industry openly as lovers of the plant, without hiding from it and without being treated like we don’t belong

That’s why I always double down on science and I double down on building a legal business in a legal industry We keep our licenses up to date, we stay disciplined, and we ’ re not scared to hold our head high about the work we ’ re doing

Ifwehavetogotocourttodefendour rights,we’llgotocourt..IfIhaveto speakoutpublicly,Iwill.Iwon’tletusbe bulliedfortheplantwechosetowork with—especiallywhenthepatientsmy companyserves,includingtheALS (AboutAmyotrophicLateralSclerosis) patientsImeetallthetime,needthe therapeuticswe’rebuildingtohelp themstayalivelonger,managetheir symptomsandliveabetterqualityof lifeinthefaceoftheterminalnatureof theirdiagnosis.

February is Black History Month, a time to honour both legacy and the future. What message would you like to share with Black entrepreneurs who are building in complex or highly regulated spaces and may feel that the deck is stacked against them?

My message is simple: don’t let the system convince you that you need permission to win If you ’ re building in a complex or discriminated against space (or if you are just early in your vision), you ’ re going to face friction sometimes fair, sometimes not But you can’t let that stop the mission

And I’ll add something I really believe more entrepreneurs need to hear: learn Bitcoin. Not as a trend as a tool Bitcoin is freedom money, and in a changing world order, people should study why it matters The same way we study science, markets, and law we should study hard money The permissionless network is real, and it gives builders a way to protect value, preserve purchasing power, and think bigger than survival mode

If you ’ re serious, look at the Bitcoin24 model on GitHub (https://github com/bitcoinmodel/bitcoin model) Michael Saylor one of today’s great entrepreneurs is literally showing us the playbook in real time Why wouldn’t we learn from that and futureproof our companies, our personal autonomy and our families?

And lastly: think in generations Past, present, and future. What we build today can change the next chapter for everyone after us just like Canada gave us a window in 2017 when it came to legalizing Cannabis before the rest of the world; the world is giving us an opening right now to understand the Principles for dealing with the Changing World Order, and understand What’s The Problem? so we can understand why Bitcoin is part of the solution, and what the opportunity is today, right now The world is shifting. Pay attention.

That’s why I’m excited about what we ’ re building with Canurta and PharmaDrug it’s not just science, it’s also infrastructure: public markets, hard money principles, and the ability to build for the long term

Looking ahead to Canurta’s next chapter—advancing candidates like CNR‑401 and scaling your PolyKye platform—what mindset or practical advice would you offer young Black innovators who want to create globally relevant companies while staying true to their communities and values?

My practical advice is: pay attention to the signal, not the noise Today there are a thousand things designed to distract you, discourage you, and keep you reactive If you want to build something globally relevant, you have to think critically for yourself, stay curious, and never stop learning

And honestly, people underestimate how powerful it is to invest in your own mind A $20/month subscription to a “ super brain” is one of the best deals in the world. Use the tools. Use deep research. Spend $60/month and test GPT, Claude, Grok, and others Stack them, compare them, and learn everything you can because knowledge compounds

But ultimately, I’m going to say this as clearly as I can: study Bitcoin If you read this entire article, please take that step It will be one of the best decisions you ever make for yourself, your family, and your future

If you want recommendations, start here, read (or listen to): The Bitcoin Standard, The Genesis Book , Layered Money, and The Big Print And watch this Jack Mallers presentation: https://youtu.be/Pef22g53zsg?si=z-tlte5yLkkneGUx

Disclaimer:Theviewsandopinionsexpressedinthisinterviewarethoseof theintervieweeanddonotnecessarilyreflecttheofficialpolicyorposition ofCanadianSMESmallBusinessMagazine Ourplatformisdedicatedto fosteringdialogueandsharinginsightsthatinspireandempowersmalland medium-sizedbusinessesacrossCanada

Inclusive Ownership andExitStrategies forFounders

ByMaheenBari

A growing number of Canadian business owners plan to retire over the next decade, but just a small percentage have a written succession plan in place For Black and other disadvantaged founders, the stakes are much higher: succession and ownership decisions can either exacerbate existing wealth disparities or help establish long-term, intergenerational assets for their families and communities Transforming a small firm into a transferable company complete with systems, a strong leadership bench, and broad ownership has proven to be a significant act of economic and communal leadership

Why Succession Planning Is Urgent Now

According to Canadian data, a substantial share of business owners are nearing retirement: more than three-quarters plan to leave within the next decade, and many cite retirement as the primary reason However, surveys and advisory reports show that only a small percentage of private enterprises, particularly family-owned and smaller ones, have a structured, documented, and articulated succession plan This lack of planning can lead to rushed sales, undervalued transactions, or even corporate closures, all of which erode potential wealth and jobs

For Black founders, the repercussions are closely related to the racial wealth divide The State of Black Economics in Canada shows that Black Canadians have much lower levels of asset ownership and intergenerational wealth, with many starting businesses for independence but struggling to convert them into transferable assets Without succession planning, businesses that could have been family or community assets risk becoming "jobs" that end when the founder leaves Early succession planning transforms entrepreneurship from survival to legacy, preserving ownership and decision-making power

LegacyinAction

Black founder enabling a management buyout

A Black owner of a profitable services company chooses early to sell to long-term staff members rather than an outside buyer in a composite example based on inclusive succession guidelines Over several years, the founder defines roles, documents key procedures, and invests significantly in the leadership development of two key managers While the founder returns to an advisory role, these leaders can progressively acquire ownership by using future revenues under a staged share purchase agreement and a structured profit-sharing scheme This strategy protects jobs, maintains community ownership, and transforms devoted workers into stakeholders in wealth creation

Family-owned SME professionalizing governance

Another prevalent practice in Canadian family businesses is to hire outside experts to help prepare the company for sale The family hires accountants, tax professionals, and legal counsel to handle valuation, tax structures (including estate freezes and family trusts), and shareholder agreements With stronger governance and clean financials, the company can be passed down to the next generation or sold on better terms, either as employee ownership or through a partial sale

Entrepreneur using shared-ownership incentives

Several studies and advisory firms suggest that founders use employee share ownership plans (ESOPs) or phantom equity to ensure that key team members share in long-term value without complex capital structures This helps companies retain diverse talent and creates opportunities for Black and underrepresented people to engage in wealth creation beyond compensation

Leadership Moves to Make Your Business Transferable Legacy Playbook & Questions for Advisors

Advisory firms and Canadian SME experts agree that a transferable business is one that can function without the founder's daily involvement. Practical leadership strategies include:

Systematizing operations by documenting critical workflows (e.g., sales, delivery, finance, HR) for future reference.

Create a second line of leaders by identifying high-potential personnel, especially Black and underrepresented team members, and providing them with opportunities for growth, mentoring, and decision-making

Maintaining accurate, timely financial statements and separating personal and business costs can boost buyer confidence and valuation

To improve governance, consider establishing a basic board structure and formalizing shareholder or partnership agreements.

Inclusive succession planning resources emphasize the need for having diverse leadership pipelines that reflect the communities and customers the company serves For Black and other diverse founders, carefully grooming successors from underrepresented groups helps ensure that leadership, rather than ownership, remains inclusive after a change

Ownership, Wealth, and Community Impact

Reports on Black entrepreneurship and legacy building emphasize that real wealth is captured when firms become assets that can be sold or inherited For Black and other diverse creators, this involves using structures such as management buyouts, family trusts, and shared ownership mechanisms to prevent value loss when the founder exits

Inclusive succession articles propose clearly incorporating community impact into exit terms whenever possible This could include values clauses that protect existing Black supplier ties, vows to keep local jobs, or expectations for ongoing community investment Partnering with groups like the Canadian Black Chamber of Commerce and obtaining supplier diversity certifications can help businesses become attractive acquisition prospects with a strong effect In this approach, succession planning serves as a financial and social legacy strategy

Begin succession planning at least 3-5 years before exit

Identify and mentor internal successors early, with a focus on varied talent

Improve financial reporting and governance to ensure lenders, buyers, and heirs have confidence in the figures

Formalize inclusion commitments, such as Black supplier ties and community partnerships, to ensure they remain in place after leadership transitions

Questions to ask your advisors

What would make my business more valuable and less hazardous to a buyer over the following 24 months?

How can I involve key employees in ownership without losing control too quickly?

What are the tax and estate implications for passing shares to children or a community foundation?

Yourroleinstayingupdatedisintegraltoour sharedmissionoffosteringacommunityof innovators CanadianSMEMagazineisavaluable treasuretroveofentrepreneurialknowledge Click heretosubscribetoourmonthlyeditionsfor updatesonCanadianbusinesses Followour handle,@canadian sme,onXtostayupdatedon allbusinesstrendsanddevelopments Yoursupport iscrucialtoourmission

Disclaimer:Thisarticleisbasedonpublicly availableinformationintendedonlyfor informationalpurposes CanadianSMESmall BusinessMagazinedoesnotendorseorguarantee anyproductsorservicesmentioned Readersare advisedtoconducttheirresearchanddue diligencebeforemakingbusinessdecisions

Building FinancialClarity: TopspinFinanceHelpsCanadianSmall

BusinessesGrowWithConfidence

In an exclusive interview with CanadianSME

Small Business Magazine, Caroline Somba, Founder & Principal CFO Consultant at Topspin Finance, shares why financial clarity is one of the most overlooked growth levers for small and mid-sized businesses. Drawing on her experience across corporate finance and entrepreneurship, Caroline explains how shifting finance from a reactive function to a strategic partner helps founders make better decisions, scale with intention, and lead with confidence especially during periods of rapid growth and uncertainty

InterviewByMaheenBari

Caroline Somba is the Founder & Principal CFO Consultant at Topspin Finance, where she partners with small and mid-sized businesses across Canada to bring clarity and structure to their financial decisionmaking With over 15 years of experience across corporate finance and advisory roles, she specializes in translating complex financial data into plain language and connecting the numbers to real-world business decisions such as hiring, expansion, and capital investments. Caroline is known for her practical approach to cash flow management, stress-testing growth decisions, and building the processes and systems that support sustainable scale Her work helps founders step out of reactive mode and into confident, strategic leadership

CarolineSomba,Founder&PrincipalCFO ConsultantatTopspinFinance

You’ve led finance in both Fortune 500 and fastgrowing SMBs. What have been the biggest hurdles in launching Topspin Finance, and what moments made you question the journey—yet decide to keep going?

One of the biggest hurdles was realizing that success in the corporate world doesn’t automatically translate to traction in the small business ecosystem In corporate, your credibility is often inherited through brand names, titles, and structured networks When I launched Topspin Finance, I had to rebuild trust from the ground up, this time with founders who don’t speak in acronyms and aren’t impressed by résumés They care about one thing: Can you help me sleep better at night?

There were certainly moments when I questioned whether I had made the right move and it took humility to step back, listen, and earn my place in the small business world I had to learn small business language, show up consistently, and prove value in practical, tangible ways.

What kept me going was recognizing the gap that existed Small business owners rarely get access to the level of financial thinking I had seen in larger organizations, yet the stakes are just as high, if not higher for them personally When clients told me they finally felt in control of their numbers or confident in their decisions, it reinforced the impact of this work I wasn’t leaving corporate finance behind but rather I was bringing its discipline, clarity, and rigor to businesses that rarely get access to it That sense of purpose made the uncertainty worth it and continues to fuel the journey today

As a fractional CFO, you step into businesses that are often scaling quickly and chaotically. What obstacles have you faced in getting founders to truly trust and adopt finance as a strategic partner rather than an afterthought?

One of the biggest obstacles is that many founders associate finance with restriction, especially on spending rather than enablement. For most small businesses, finance is often something that’s been used reactively mainly for taxes, compliance, or damage control so there’s a natural hesitation to see it as a strategic partner

Trustdoesn’tcomefromreports;it comesfromrelevance.Earlyon, I’vefoundthatfoundersdisengage whenfinancialconversationsfeel academicordisconnectedfrom therealitiesofrunningthe business.Myroleistotranslate thenumbersintodecisionsthey’re alreadymakinge.g.hiring,pricing, cashflow,andgrowthtrade-offs sofinancebecomesatoolthey usedaily,notafunctionthey tolerateduringtaxtime.

Another challenge is helping founders let go of operating purely on gut feel Many have built successful businesses by moving fast and trusting their gut, so introducing structure can feel like slowing down The shift happens when they experience clarity which is when finance helps them anticipate issues instead of reacting to them Once they see that financial discipline actually creates freedom, not friction, finance stops being an afterthought and becomes a true strategic partner.

As a Black woman in finance and entrepreneurship, what unique barriers have you encountered whether around credibility, access to networks, or being underestimated —and how have you navigated or challenged those dynamics?

As a Black woman AND an immigrant in finance and entrepreneurship, I’ve encountered moments where my credibility was quietly questioned or where I wasn’t immediately seen as the decision-maker in the room Those moments aren’t always overt, but they show up in subtle ways like assumptions about experience or being overlooked in spaces where access is driven by familiarity and shared backgrounds

Access to networks has been a challenge, particularly because as a Fractional CFO, I am in the business of trust where referrals and relationships play such a critical role Early on, I realized that waiting for inclusion wasn’t a strategy I focused instead on putting my hand up and building my own credibility through consistency and putting my absolute best work for my clients and constantly learning and evolving from the feedback I receive

When founders see better financial decisions lead to tangible growth, perceptions shift quickly I’ve also learned to be intentional about the rooms I enter and the ones I help create - mentoring, collaborating, and supporting other underrepresented founders along the way Challenging these dynamics isn’t about fitting into existing systems; it’s about expanding them so excellence, in all its forms, is recognized and valued

February is Black History Month. What message would you most like to share with Black entrepreneurs who are building new ventures, especially those who may feel pressure to “play it safe” rather than bet on themselves?

My message would be this: don’t confuse playing it safe with playing small Many Black entrepreneurs feel pressure to stay within what feels acceptable or proven rather than fully backing their expertise and ambition That pressure is understandable, but it can quietly cap what’s possible

Betting on yourself doesn’t mean being reckless but rather being intentional Build the skill, the structure, and the financial discipline that support your vision so your confidence is rooted in preparation, not hope You don’t need to shrink your goals to be taken seriously I’ve learnt that clarity, competence, and consistency speak louder than caution ever will.

Most importantly, remember that your perspective is not a liability; it’s an advantage The businesses we build, the risks we take, and the standards we set expand what’s possible for those coming after us Progress happens when we stop asking for permission and start trusting the value we already bring to the table

For Black founders specifically, what are one or two financial practices you wish more people put in place earlier—and how can having the right finance partner change the trajectory of a growing business?

One financial practice I wish more Black founders put in place early is pricing with intention rather than caution Too often, pricing is driven by fear of being rejected or undervalued, which leads to thin margins and constant pressure as the business grows Strong pricing, rooted in true costs and value delivered, creates room to reinvest, hire, and scale sustainably

The second is building a cash flow lens early, not just a revenue focus Many founders are generating sales but don’t fully understand timing, margins, or how growth actually impacts cash Without that visibility, success can still feel fragile

Having the right finance partner changes the trajectory because it shifts the role of numbers from reporting the past to shaping the future.

A true finance partner helps founders anticipate pressure points, make intentional trade-offs, and invest with confidence instead of fear For growing businesses, that shift from reaction to strategy is often the difference between surviving growth and sustaining it

Disclaimer:Theviewsandopinionsexpressedinthis interviewarethoseoftheintervieweeanddonot necessarilyreflecttheofficialpolicyorpositionof CanadianSMESmallBusinessMagazine Ourplatformis dedicatedtofosteringdialogueandsharinginsightsthat inspireandempowersmallandmedium-sizedbusinesses acrossCanada

Entrepreneurship Doesn’tHavetoBeaSoloAct

ByElizabethFridmar,theOutreach&Engagement ManagerattheYorkEntrepreneurship DevelopmentInstitute(YEDI)

Entrepreneurship often begins in solitude A late night, a notebook, an unresolved problem that sparks an idea In those early moments, progress depends entirely on individual effort While ideas may be born alone, building a business that lasts rarely happens in isolation

For decades, access to capital has been framed as the defining factor of entrepreneurial success Funding mattersbut it is not the first, nor the most critical, resource a founder needs Increasingly, evidence suggests that community - not capital - is the true catalyst for sustainable growth

The well-known adage “If you want to go fast, go alone; if you want to go far, go together” resonates deeply within the entrepreneurial journey Moving from concept to company requires more than financial backing It requires people: advisors who challenge assumptions, peers who share hard-earned lessons, and collaborators who bring complementary skills Businesses are built by individuals, but they grow through relationships

Studies and industry reports from organizations such as Startup Canada and publications including Forbes consistently show that entrepreneurs today report higher levels of loneliness than previous generations At the same time, they cite mentorship, peer learning, and professional networks as among the most valuable contributors to success

In the earliest stages, founders are often rich in ideas but limited in execution capacity. Legal, financial, technical, and operational expertise may be needed long before there is revenue to support hiring This gap can stall promising ventures or force entrepreneurs to make decisions without the right perspective Capital alone cannot solve this problem Community can

Strong entrepreneurial communities function as living ecosystems - places where ideas are tested, refined, and strengthened through conversation Learning to talk about a business early and often is one of the most underrated entrepreneurial skills Through dialogue, founders uncover blind spots, validate assumptions, and connect with individuals who can help move an idea forward While funding may fuel growth later on, it is the community that shapes direction early

Across Canada, entrepreneurship education and support models are evolving to reflect this reality For more than 13 years, York Entrepreneurship Development Institute (YEDI) has prioritized community as a foundational element of entrepreneurial development Its programs bring together founders at various stages, instructors with both academic and real-world experience, and advisors who are invested in long-term entrepreneurial success

The strength of this approach lies not only in structured learning, but in continuity One of the most common challenges founders face occurs after formal programming ends, when support systems fall away and decision-making becomes increasingly solitary. Sustained access to alumni networks, peer groups, and practical engagement opportunities helps entrepreneurs maintain momentum, accountability, and confidence as they move from planning to execution

For newcomers to Canada and first-time founders, these networks can be especially impactful Navigating unfamiliar markets, regulations, and business norms is significantly easier when guidance and shared experience are close at hand In this context, community becomes a form of capital - one that compounds over time through trust, collaboration, and shared success

In an era where funding dominates headlines, it is worth re-examining what truly drives entrepreneurial success Capital may help a business scale - but community helps it survive, adapt, and grow with purpose. For entrepreneurs looking to build not just quickly, but sustainably, investing in relationships may be the most strategic decision they make. Entrepreneurshipisdemanding bynature.Itrequiresresilience, adaptability,andawillingnessto takecalculatedrisks.But foundersdonotfailbecausethey lackambition;theyfailwhenthey lacksupport.Theright communitycanreducecostly mistakes,acceleratelearning, andprovideperspectiveduring momentsofuncertainty.

ElizabethFridmar(formerlyDobkin)isthe Outreach&EngagementManagerattheYork EntrepreneurshipDevelopmentInstitute(YEDI), wheresheleadsalumniengagementinitiatives andrepresentsYEDIacrossarangeof entrepreneurialecosystems Inherrole,Elizabeth hasrepresentedYEDIbothlocallyand internationallyatexhibitions,conferences,and industryevents,strengtheninginstitutional partnershipsandexpandingYEDI’svisibility withintheentrepreneurialcommunity Shealso plansanddeliverseventsdesignedtoengage founders,alumni,andpartners,fostering meaningfulconnectionsandcollaborationin Canadaandabroad Elizabethispassionate aboutcommunitybuilding,cross-border engagement,andcreatinginclusivepathways forentrepreneurstolearn,connect,andgrow

ImageCourtesy:Canva

LeadingRealChangeWith

MyrianeOuellette

FounderandCEOofOStrategies

In an exclusive interview with CanadianSME Small Business Magazine, Myriane Ouellette, Founder and CEO of O Strategies, offers a grounded and deeply human perspective on why change initiatives so often stall and what leaders can do differently Drawing from her work with leadership teams across sectors, Myriane unpacks the hidden emotional weight inside organizations, the difference between burnout and systemic exhaustion, and the everyday habits that quietly erode resilience

InterviewByMaheenBari

Myriane Ouellette Myriane Ouellette is an awardwinning speaker, strategist, and facilitator who helps leaders and teams navigate change with confidence, build resilience, and align around a shared vision. As the founder and CEO of O Strategies, she has worked with organizations across Canada to turn uncertainty into opportunity, whether in immigration, health, education, or community development. Myriane specializes in supporting leadership teams to get clear on their vision, align their people, and create workplaces where change feels possible, not paralyzing

Many organizations invest heavily in change initiatives and still see resistance, fatigue, or stalled progress. From your experience, why does change so often fail even when the plan looks solid on paper?

Change often fails because it assumes people have unlimited capacity to absorb disruption In reality, every change asks people to let go of something, and that triggers a form of grief, even when the change is positive

The grief cycle helps explain this When something familiar is replaced, people move through emotions such as denial, frustration, sadness, or fear before they can truly engage again Their capacity to move through that cycle depends on how much grief they are already carrying in their lives Personal losses, major transitions like moving homes, or even unresolved stress from outside work all affect how much energy people have available for change at work

There’s also often unacknowledged “change trauma ” Many teams have lived through past initiatives that were imposed, poorly resourced, or abandoned midway Each time that happens, it erodes trust and builds change fatigue

When leaders tell people to “get on board” without acknowledging these realities, resistance increases Successful change doesn’t start with urgency. It starts with understanding the human complexity behind what change asks people to carry, and creating space for that reality before expecting commitment

You distinguish between individual burnout and what you call systemic or cultural exhaustion. How can leaders tell the difference, and why does that distinction matter for how they respond inside their organizations?

Individual burnout is usually framed as a personal issue: workload, stress, or boundaries Systemic exhaustion shows up when capable, motivated people feel drained no matter how resilient or committed they are

Leaders can spot the difference by looking for patterns If exhaustion is widespread, recurring, and present even among high performers, its rarely an individual problem Its often a signal that the system itself is creating constant pressure, ambiguity, or contradiction

Systemic exhaustion comes from things like unclear priorities, nonstop urgency, decision-making without authority, and cultures where people feel responsible for outcomes they can’t influence No amount of self-care can offset that

The distinction matters because the response must be different Treating systemic exhaustion as individual burnout leads to wellness programs layered on top of broken systems Addressing it properly requires redesigning how work is structured, how decisions are made, and how trust and clarity are created That’s where real resilience begins

You often reference the “invisible weight” leaders carry in complex systems. What does that look like in day-to-day leadership, and why do you think it remains largely unspoken in most workplaces?

The invisible weight leaders carry shows up when human complexity collides with organizational expectations In day-to-day leadership, this often looks like navigating transitions between people who are each carrying very real, but unspoken, burdens

I’ve seen situations where one employee returns after caring for a dying parent, carrying grief, fatigue, and the challenge of re-entering a role that no longer feels the same At the same time, another employee has stepped up in their absence, carrying increased responsibility, decision-making pressure, and unacknowledged exhaustion Both are committed Both are doing their best

Yet the system provides no language, tools, or structure to acknowledge these realities, clarify how roles have shifted, or support the transition

Because emotion is still treated as something that doesn’t belong at work, leaders and employees alike are left to manage these tensions privately That silence doesn’t eliminate emotion It pushes it underground, where it shows up as conflict, disengagement, or turnover When organizations name and support human complexity, they build cultures that can hold change rather than fracture under it

For small and mid-sized businesses under constant pressure to grow and adapt, what are one or two everyday leadership or cultural habits that quietly undermine resilience, even when intentions are good?

One of the most common habits that undermines resilience is constant urgency When everything is framed as critical, people’s nervous systems stay in a state of high alert They never receive the signal that it’s safe to slow down, reflect, or recover. Over time, urgency becomes the culture, and exhaustion follows.

Another is silence in meetings When leaders move too quickly to solutions, monitor too closely, or unintentionally dominate conversations, people stop offering ideas or concerns What looks like alignment is often self-protection

The irony is that big change rarely comes from big initiatives It comes from small, repeated habits How feedback is delivered Whether questions are welcomed How mistakes are treated Whether priorities are clear or constantly shifting

These everyday signals tell people’s nervous systems whether it’s safe to contribute or safer to stay quiet When leaders adjust small habits, slowing the pace slightly, inviting dialogue, and making expectations explicit, resilience grows naturally Small moments compound And over time, they shape cultures that can adapt to change without breaking the people inside them

If you could change one common assumption about leadership or change that you see inside organizations, what would it be—and what gives you hope about the future of leadership, even amid ongoing uncertainty and disruption?

I would challenge the assumption that the way we ’ ve always led organizations is still fit for the world we ’ re in Historically, organizations were designed like factories Born out of the Industrial Revolution and reinforced through the early 20th century, leadership models prioritized hierarchy, control, efficiency, and compliance That made sense when work was repetitive and stability was the goal

But most organizations today operate in a knowledge economy defined by complexity, ambiguity, and constant change That kind of work demands adaptability, emotional intelligence, and co-creation, yet many workplaces still default to control-based leadership, rigid meeting structures, and top-down change approaches that no longer match reality.

Human-centredleadershipisn’tabout slowingeverythingdownor overanalyzingfeelings.It’saboutmaking practicalshiftsthatbuildtrustand agency:rotatingleadershipinmeetings, invitingfrontlineoradministrativestaff intostrategicconversations,and designingspaceswherepeoplecan contributemeaningfully.

What gives me hope is that younger generations are actively demanding this shift They expect coherence between values and practice Organizations that listen won’t just keep talent, they’ll build resilient teams capable of leading change rather than resisting it

Disclaimer:Theviewsandopinionsexpressedin thisinterviewarethoseoftheintervieweeanddo notnecessarilyreflecttheofficialpolicyorposition ofCanadianSMESmallBusinessMagazine.Our platformisdedicatedtofosteringdialogueand sharinginsightsthatinspireandempowersmall andmedium-sizedbusinessesacrossCanada.

Bellybees:

APurposeDrivenChildren’s BrandRedefiningEarlyChildhood ThroughNutritionandLearning

ByRohanthi(Ro)Wijewickrama, Founder&CEOofBellybees

Bellybees is a growing children’s brand redefining early childhood development through a thoughtful blend of nutrition, learning, and play Based in Ontario, Canada, the brand is built on the belief that the early years deserve intentional products that support both healthy bodies and curious minds

Founded by a mom and entrepreneur with a background in food science and early childhood education, Bellybees was created to address a common challenge faced by modern families: finding products that are both developmentally meaningful and genuinely nourishing From the beginning, the brand has focused on trust, quality, and purpose; values that continue to guide its growth

Bellybees’ foundation lies in infant and toddler nutrition, shaped by hands-on experience in food production and quality control through its manufacturing operations in Sri Lanka This early focus allowed the brand to develop a deep understanding of age-appropriate nutrition while maintaining oversight of ingredients, preparation methods, and safety standards That experience continues to inform the company ’ s approach to product development today

As the brand evolved, Bellybees expanded beyond food into screen-free educational products designed to support holistic child development Today, the company offers a growing range of flashcards, puzzles, storybooks, and hands-on craft kits that encourage learning through play Each product is created to support key developmental milestones, including fine motor skills, early literacy, problem-solving, creativity, and independent thinking

In a time when screens are increasingly introduced at younger ages, Bellybees has positioned itself as an advocate for tactile, hands-on learning The brand believes children learn best through active engagement such as touching, building, imagining, and exploring their environment By prioritizing screen-free experiences, Bellybees encourages deeper focus, stronger parent-child bonds, and a more natural love of learning

Design, safety, and usability are central to the Bellybees product philosophy Educational tools are developed with young hands in mind, featuring durable materials, rounded edges, and vibrant, inclusive illustrations inspired by everyday life Products are designed to be joyful and approachable, encouraging independent exploration while also fostering meaningful shared moments between children and caregivers

Sustainability and responsibility are also core pillars of the Bellybees brand. The company emphasizes thoughtful sourcing and long-lasting materials, creating products meant to be reused, shared, and passed down This commitment reflects a broader goal of reducing waste while delivering lasting value to families

Community feedback plays an essential role in Bellybees’ continued growth The brand actively listens to parents, caregivers, and educators, using real-world insights to guide product development and future innovation This collaborative approach has helped Bellybees build trust and a loyal following among families seeking intentional, development-focused products

With operations rooted in Canada and a global perspective, Bellybees is laying the foundation for longterm expansion Future plans include growing its nutrition offerings, introducing new learning tools, and exploring broader international opportunities. As the company scales, it remains committed to its mission: to support families during the most important years of a child’s life.

At its core, Bellybees offers a holistic approach to early childhood recognizing that nourishment extends beyond food and learning happens everywhere By bridging nutrition and education, Bellybees continues to empower parents and inspire children to grow, explore, and thrive

Author: RohanthiWijewickrama,alsoknownasRo,isadynamic entrepreneur,award-winningbusinessleader,andaccomplished author BorninSriLankaandnowbasedinToronto,Canada,Ro’s passionforstorytellingbeganatayoungage,writingherfirstbookat just10yearsold

Theleadershipgapno orgchartcanfix: thenervoussystem

In this exclusive interview with CanadianSME

Small Business Magazine, Dr. Japji Anna Bas, Founder of Flourish Energy Inc, delves into the often-overlooked connection between nervous system regulation and leadership With over 20 years of experience in wellbeing, Dr Bas discusses how high-responsibility leaders can increase clarity, capacity, and decision quality, shifting from reactive modes to intentional leadership that enhances both individual and organizational performance.

InterviewByMaheenBari

Dr Japji Anna Bas is a wellbeing expert, nervous system strategist, and systems leadership speaker who helps impact-driven, high-responsibility leaders increase clarity, capacity, and decision quality-without relying on hustle or force

With 20 years of experience translating research into practice, she holds a PhD in wellbeing environments from York University and served for seven years as a peer reviewer for Social Indicators Research, the world's leading journal on the measurement of human wellbeing Her advisory work includes the United Nations Standing Committee on Nutrition and the Canadian Ministry of Families, Children & Social Development.

She is the founder of Flourish Energy Inc., a leadership performance consultancy supporting impact-driven founders and system-shaping leaders to strengthen internal capacity, leadership presence, and decisionmaking under sustained pressure

Dr.JapjiAnnaBas, FounderofFlourishEnergyInc.

Many impact-driven leaders find themselves making reactive decisions under pressure, even when they “know better.” What does nervous system regulation actually mean in a business context, and why does it matter for decision quality and leadership performance?

In a business context, nervous system regulation determines a leader’s ability to stay oriented, responsive and in the driver’s seat under pressure, rather than slipping into reflexive, survival-based reactions When a person is unable to regulate under pressure, the nervous system that evolved long before meetings and negotiations perceives danger, setting off a physiological response: Fight, Flight, Freeze or Fawn. This is when leaders “know better” but don’t do better

Regulation is important because decision-making quality is state-dependent Under stress, threat reduction is prioritized at a neurobiological level Nuance and longterm thinking are left by the wayside This shows up as rushed decisions, misread interpersonal cues, unnecessary conflict, or strategic blind spots, particularly in complex systems where clarity, timing, and relational intelligence matter.

An integrated leader can feel pressure without being driven by it This makes better judgment, clearer communication, and greater trust across the organization possible Over time, this doesn’t just improve individual performance, it shifts the culture Teams move more effectively, retention improves, and changes are implemented with less friction Regulation isn’t about “being calm,” it’s about having access to your full capacity when it matters most.

In high-stakes meetings or negotiations, how can leaders tell that they’ve slipped into survival mode—fight, flight, freeze or fawn— and what are a few early warning signs they should watch for in their body or behaviour?

Because it comes on unconsciously, survival mode is hard to see, until you know what to look out for The earliest signs are usually in the body Leaders may notice shallow or held breath, jaw or shoulder tension, a racing or pounding heart, or a sense of urgency that is disproportionate to the situation

Behaviourally, Fight shows up as over-directing, interrupting, or demanding approaches that move quickly without effectively considering all relevant factors Flight can show up in declining opportunities, deflecting accountability and other forms of avoidance Similarly, Freeze has an avoidant effect, with the difference that it appears like a blank or foggy state Fawn, on the other hand, is sometimes hard to distinguish from empathetic leadership–the big difference is that the nice behaviour is actually people pleasing in a way that compromises the leader’s actual values and responsibilities

These aren’t character flaws These are physiological responses to a perceived thread The problem isn’t that leaders have stress responses, we ’ re all human The problem is when leaders haven’t been taught to recognize and respond to them in real time Leaders who build this awareness can intervene before the impact of of their nervous system reactions ripple through their decisions and teams’ dynamics

For a busy founder or executive who feels they have no extra time, what is one simple, under-two-minute practice they can use before a critical conversation to reset their nervous system and show up more clearly and confidently?

Before a critical conversation, I recommend a simple twostep process that takes a minute or two and requires no special tools

First, bring attention to your body Standing or sitting ‘straight’, take a slow breath with a longer exhale and bring attention to any sensations you notice in your body This helps to the mind be gounded in the present moment and the longer exhale signals safety to the nervous system

Second, turn attention to the five senses Notice something you can see, something else you can hear, something else you can smell, something else you can touch, and see if there is anything you taste (gum helps!) This helps the grounded awareness be receptive to feedback from the world around you

The goal isn’t relaxation, it’s access to agility. Leaders sometimes enter important conversations already braced, rigid This simple practice restores agency–the capacity to listen and respond, rather than react, the capacity to be in choice When done consistently, it changes how others experience you (as a calm, clear and grounded leader) without adding anything to your to-do list

Your work integrates nervous system science with leadership consulting for people operating in complex systems. Can you share a brief example of how this approach helped a leader unlock more capacity or agency without adding more “to-dos” to their schedule?

One founder I worked with was leading a fast-growing mission-driven organization. On the surface, everything was working, but decisions kept bottlenecking with them and senior staff were hesitant to act independently Instead of immediately adding new systems, we began with pattern recognition

In high-stakes moments, the founder’s nervous system shifted into urgency, subtly pulling control back onto themself Their directors felt it, and slipped into waiting to receive direction In turn, the founder felt frustrated and disappointed with their directors, creating an intensifying feedback loop

By working with somatic practices and cognitive cues, the founder learned to notice their internal shift before setting off the feedback loop They caught themself before nervous system over-ride and learned to stay present through uncertainty Nothing about their role changed No new meetings, frameworks or org charts Instead, nervous system regulation that delivered a tone shift

Within weeks, decisions were naturally taken up by the appropriate directors Team confidence increased The organization regained momentum without increased effort, because the leader’s internal duress stopped constraining the system

This is the core of integrated leadership: when the leader shift, the organization follows Capacity is unlocked, not by doing more, but by removing invisible constraints that limit overall effectiveness.

As you expand Flourish Energy’s advisory and leadership programs, what do you see as the biggest opportunity for organizations that take nervous system literacy seriously and what first step would you recommend to leaders who want to explore this work?

The biggest opportunity is leverage Organizations that take nervous system literacy seriously gain access to performance, coherence and scalability that can’t be achieved through strategy alone When leaders understand how their internal state shapes decisions, culture and implementation, friction drops and effectiveness compounds

This is especially critical in complex systems where pressure is constant and clarity is critical Regulated leaders cultivate environments where people think better, collaborate more easily, and enthusiastically take ownership of that advance impact

The first step isn’t a program or policy, it’s developing the capacity to notice When leaders learn to tune in and identify patterns in real time, they can shift outcomes before small challenges have the chance to take root That’s when growth sops requiring more effort and starts flowing through better alignment Organizations don’t outgrow their leaders nervous systems, they grow in proportion to them

Disclaimer:Theviewsandopinionsexpressedinthis interviewarethoseoftheintervieweeanddonot necessarilyreflecttheofficialpolicyorpositionof CanadianSMESmallBusinessMagazine Ourplatformis dedicatedtofosteringdialogueandsharinginsightsthat inspireandempowersmallandmedium-sizedbusinesses acrossCanada

HowEviData UnlocksSafe DataSharing

In this exclusive interview with CanadianSME Small Business Magazine, Dr Khaled El Emam, Founder and CEO of Woodway Assurance and Canada Research Chair in Medical AI at the University of Ottawa, discusses how organizations can move beyond risk avoidance to responsible data use. He shares why evidence-based privacy assurance is essential for AI and analytics, and how automated, standards-aligned approaches can unlock sensitive data while maintaining trust and regulatory confidence

InterviewByKripaAnand

Dr Khaled El Emam is the Founder and CEO of Woodway Assurance and Canada Research Chair (Tier 1) in Medical AI at the University of Ottawa, where he is a Professor in the School of Epidemiology and Public Health He is also a Senior Scientist at the CHEO Research Institute and Director of the Electronic Health Information Laboratory He recently served as Scholar-inResidence at the Office of the Information and Privacy Commissioner of Ontario, where his main focus was updating Ontario’s de-identification guidelines for structured data. Over his career, he has founded or co-founded multiple data and analytics companies based on his research on deidentification, synthetic data and privacy-enhancing technologies

What is EviData in simple terms, and what problem were you trying to solve by creating an independent, automated privacy-assurance tool for sensitive data?

In simple terms, EviData helps organizations answer a question they struggle with every day: is this data actually safe to use or share?

For years, teams have been de-identifying or synthesizing data, but approvals still stall because it’s hard to independently verify those claims Legal and privacy teams are asked to make technical judgments under time pressure, and the safest answer often becomes “ no ” That slows research, quality improvement efforts, analytics and AI projects, even when the data could be used responsibly

EviData was built to change that dynamic It is independent, automated enterprise software that evaluates de-identified, anonymized and synthetic datasets against contemporary standards and regulatory guidance, including the Ontario Information and Privacy Commissioner’s de-identification guidance and international ISO standards such as ISO/IEC 27559 In minutes, it produces a clear, documented report showing whether widely accepted conditions for safe use are met

What once took weeks of manual analysis and specialized expertise can now be done quickly and consistently, without losing rigour The goal isn’t to weaken privacy safeguards, but to replace uncertainty with evidence, so organizations can move from a default “ no ” to a managed, defensible “ yes ”

What are the most common obstacles organizations face when trying to access or share sensitive data, and how do those challenges slow down AI and analytics projects?

One major obstacle has been risk avoidance When organizations have been unsure whether data has been de-identified properly, it has often been easier to say no for a decision on internal data reuse or external data sharing That approach may feel safe, but it has had real consequences for competitiveness and success. We’ve seen this across commercial, academic and government organizations

Another obstacle has been how privacy risk assessments have traditionally been done Re-identification risk assessments required specialized training, expertise and judgment and have been difficult to scale across multiple datasets or teams

Time has been another constraint These assessments have traditionally taken months to complete In an environment where AI and analytics projects move at light speed, months to get an answer can slow progress and innovation significantly Projects have been delayed, opportunities missed and valuable data left underused, not because it couldn’t be shared responsibly, but because the process to get there was slow, inconsistent and uncertain

What’s been missing is a practical way to simplify a highly complex task without losing the necessary rigour when dealing with sensitive data EviData solves that problem By satisfying the requirements of privacy and legal teams in a highly automated way, it reduces friction and enables faster, but still responsible, access to data so the business can move forward quickly across product development, marketing, research and analytics

Who is EviData designed for, what are its main use cases, and how is it different from more traditional, manual privacy reviews or consulting-based approaches?

EviData is designed for organizations in sectors such as health and life sciences and financial services that rely on data for analytics, research and AI It supports teams doing data intensive work, including for secondary purposes, and is targeted for use by business users, researchers and data scientists who need to assess whether sensitive data can be used and shared

EviData is AI-enabled and automated enterprise software that runs entirely in the clients environment It operationalizes contemporary regulatory guidance and international standards in practice, such as from Canadian regulators and ISO In minutes, it generates a clear, independent report indicating whether a dataset can be considered non-identifiable and safe to use and share responsibly That report provides transparent, auditable evidence of due diligence that can be relied on for internal oversight, partners or regulators, including in the event of a breach

We see a few main uses cases for EviData Data users can directly assess datasets and share the report with privacy or legal teams EviData can also be used within data workflows, allowing organizations to consistently apply the same standards as data moves into analytics and AI activities, supporting confident data use without compromising data protection or quality EviData allows for continuous monitoring of risk and the seamless integration of risk assessment in data pipelines

For leaders who aren’t privacy specialists but own data-driven initiatives, what practical steps should they take to use sensitive data safely, and how can they learn whether EviData is a good fit for their organization?

The first step is to move away from the expectation of zero risk, which can’t be met in practice Using sensitive data responsibly is a business decision that involves understanding and managing risk, and demonstrating due diligence using well-established thresholds and standards

How did your journey from software analytics to clinical trials and health data privacy influence the way you designed EviData and the standards it follows?

I’ve been in the data analysis and machine learning space for almost 30 years, initially working on high reliability software systems such as automobiles, avionics, telecommunications and space

A chance discussion resulted in a pivot to healthcare, where the same analytic methods and techniques were seen as much more impactful in addressing significant inefficiencies with clinical trials It became evident that data privacy was a barrier We had many ideas and capabilities to analyze and learn from the data we were collecting, but limits on secondary uses and disclosures were inhibiting these applications and the many beneficial patient outcomes that could have been realized This resulted in a second pivot to health data privacy and working to develop and deploy privacy enhancing technologies in practice The significant potential benefits of unlocking health data were evident and we wanted to solve that problem

Woodway is one of several successful spin-offs from the CHEO Research Institute and the University of Ottawa over the past few years, where we ’ ve created game-changing technologies that enable responsible, ethical data use. It’s very satisfying to be part of the machinery that has enabled advances in healthcare by making data available for researchers and analysts to do their important work that impacts tens of thousands of patients globally And there’s still more work to do

The next step is to make risk assessment practical and repeatable Manual approaches place too much burden on small teams or require repeated use of external consultants – they are just not scalable Leaders should look for ways to apply existing guidance efficiently without requiring deep technical expertise across the organization.

Shortcuts and simplistic approaches to solving privacy problems, and de-identification specifically, aren’t a good solution because they cannot ensure high data utility Following best practices and relying on automation maximizes data utility so that the resultant data is safe to use and still has high utility for the secondary purposes

With EviData there are now tools that automate assessments and provide clear, documented evidence aligned with regulatory guidance That gives data teams confidence to move AI and data projects forward and gives privacy and legal teams defensible support for their oversight role

I think the fact that we recently closed an oversubscribed $1M seed funding round is a strong signal of confidence in the growing need for independent, standards aligned and automated data assurance

If what I have described resonates, the best way for organizations to see whether EviData is a good fit is to reach out to us for a demo

Disclaimer:Theviewsandopinionsexpressedinthisintervieware thoseoftheintervieweeanddonotnecessarilyreflecttheofficial policyorpositionofCanadianSMESmallBusinessMagazine Our platformisdedicatedtofosteringdialogueandsharinginsightsthat inspireandempowersmallandmedium-sizedbusinessesacross Canada.

Zechariah Thomas ChangingtheGameWith

FounderandCEOofSwiftHockey

In an exclusive interview with CanadianSME Small Business Magazine, Zechariah Thomas, Founder and CEO of Swift Hockey, shares what it really takes to challenge a legacy industry and build a brand rooted in access, speed, and accountability From elite hockey to high-growth entrepreneurship, Zechariah reflects on discipline, resilience, and why ownership, execution, and consistency matter more than permission when you are setting out to change the game.

InterviewBySKUddin

Zechariah Thomas is the Founder and CEO of Swift Hockey, a Canadian hockey equipment company focused on making the game more accessible by delivering high-performance sticks at a fair and transparent price. A former competitive hockey player, Zechariah founded Swift Hockey after experiencing firsthand the financial barriers many families face in the sport

Zechariah gained national recognition following his appearance on CBC’s Dragons’ Den, where he secured an investment for Swift Hockey. His entrepreneurial journey has since been widely covered by major media outlets including NHL.com, Forbes (30 Under 30 – Sports), The Athletic, CBC Sports, CTV National News, CityNews Toronto, Global News, and the Jamaica Observer, among many others.

Under his leadership, Swift Hockey has grown rapidly while remaining deeply committed to affordability, youth empowerment, representation in sport, and community impact Zechariah is passionate about inspiring young people to pursue entrepreneurship, leadership, and opportunities beyond traditional paths

Building a sports brand that aims to “change the game for hockey and every sport” is ambitious. What obstacles have you faced in disrupting a traditional industry— whether from gatekeepers, funding, or skepticism—and how have you pushed through them?

You sold your first company at 18 and went on to become a pro hockey player before founding Swift Hockey and Swift Sports. What have been the toughest hurdles on that journey, and what did you learn from the moments that didn’t go as planned?

The toughest hurdles were learning speed and pressure at the same time. Selling a company at 18 teaches you that wins can disappear fast if your systems are weak Playing pro hockey teaches you accountability because results are public and there is nowhere to hide When things did not go as planned, it was usually because I tried to do too much alone or I moved fast without tightening the foundation first I learned to build real structure, track the numbers daily, and protect the brand with standards that do not change I also focus very heavy on speed and volume, because volume negates luck I have won in business the same way I won in hockey: by beating people on speed, getting more reps, more shots, more outreach, more iterations, more execution Setbacks are data A mistake is only a failure if you refuse to adjust Every hard moment forced me to mature, get sharper, and build something that lasts.

Traditional industries do not love disruption, especially when you are not from the usual circles The obstacles were skepticism, gatekeeping, and the constant question of who are you to do this Funding is also harder when you are building something physical with inventory, manufacturing, and cash flow cycles I pushed through by building proof Product speaks Customer feedback speaks Repeat orders speak I stayed obsessed with quality, service, and being visible in the community I also learned to be direct and move with urgency. When someone says no, I do not waste time trying to convince them I find the next door, build stronger traction, and come back later with numbers Consistency beats opinions

As a Black founder in a sport and sector that hasn’t always been known for its diversity, what specific challenges have you experienced around visibility, access, or being taken seriously, and how have those experiences shaped the way you lead?

Visibility and access are real In hockey, you can feel when people underestimate you before you even speak

Early on, I had to work twice as hard to be taken seriously, especially in rooms where I did not look like the decision makers. That shaped my leadership I lead with standards, not emotion I focus on results, preparation, and clear communication I also build platforms for others If I can open doors for more Black athletes, creators, and founders to be seen in this space, I will I want the next generation to walk in with confidence, not permission Representation matters, but ownership matters more My goal is to create a brand where talent and effort are the identity, and where community is not a marketing angle, it is the foundation

February is Black History Month. What message would you most like to share with young Black entrepreneurs and athletes who are thinking about launching something of their own but are unsure if there’s really space for them at the table?

There is space for you, but you cannot wait for an invitation Build the table Start with what you have, where you are, and let your work create the proof Do not let doubt win before you even begin Being first or being different comes with pressure, but it also comes with power. I also believe speed and volume negate luck. The more reps you take, the more doors you knock, the more content you create, the more sales calls you make, the more you put yourself in position, the “luckier” you get Most people move too slow and then blame the world Your background is not a disadvantage, it is your edge because it gives you a perspective the market is missing Find mentors, stay disciplined, and do not chase shortcuts Make your product, your craft, or your skill undeniable The world respects consistency Most people quit when it gets uncomfortable. If you can stay in the game longer than everyone else, you will win

Looking ahead, what practical advice would you give to Black founders who want to build brands that both scale and shift culture—whether in sports, tech, or beyond— and what mindset has helped you keep moving toward that mission?

Build with clarity Know what problem you solve and who you serve, then execute every day like your reputation depends on it, because it does Track your numbers, protect your margins, and do not confuse attention with traction. Culture shifting brands do not chase trends, they build trust My mindset is relentless patience I move fast, but I think long term I expect challenges, so I do not panic when they show up I treat obstacles like part of the price, not a surprise Stay close to your customers, stay close to your values, and keep raising your standards Scaling is not just growth, it is discipline If you can stay consistent when nobody is clapping, you are dangerous when the momentum hits

Disclaimer:Theviewsandopinionsexpressedinthisintervieware thoseoftheintervieweeanddonotnecessarilyreflecttheofficial policyorpositionofCanadianSMESmallBusinessMagazine Our platformisdedicatedtofosteringdialogueandsharinginsightsthat inspireandempowersmallandmedium-sizedbusinessesacross Canada

TheNewRulesof Corporate&Business TravelforSMEs

BySkUddin

Small and medium-sized businesses (SMEs) in Canada are being forced to reconsider why, how, and when employees travel for work amid hybrid work models, environmental responsibilities, and the rise of "bleisure." Corporate mobility is shifting from "travel by default" to purposeful, deliberate travel supported by more intelligent tools and inclusive policies

Hybrid Work and the Purpose of Travel

For many Canadian businesses, the function of travel has been drastically altered by hybrid work SMEs are increasingly saving travel for high-impact events, such as important client meetings, sales closings, team off-sites, trade fairs, and strategic planning sessions that genuinely benefit from inperson engagement, rather than making regular quick visits for routine check-ins. Small firms are evaluating the return on investment (ROI) of each trip as collaboration increasingly occurs online. They are wondering whether a video chat, virtual showcase, or hybrid event could deliver comparable results at a lower cost and with less environmental impact

Canadian industry trends indicate that business travel spending has surpassed pre-pandemic levels, but employers remain cautious amid cost pressures and economic uncertainties Travel is now regarded as a strategic investment category, alongside marketing and technology, rather than a fixed expenditure, particularly among SMEs Leaders are adjusting travel policies to correspond with hybrid work models by emphasizing when in-person presence is required, supporting trip "bundling" (meeting many clients on the same journey), and demanding pre-approval for discretionary travel

Sustainability and Smarter Travel Budgets

Sustainability is becoming a key consideration in corporate travel considerations, particularly for smaller businesses Canadian public-sector travel directions and many company policies now explicitly advocate environmentally preferable solutions, such as using rail or direct flights whenever possible, avoiding superfluous travels, and supporting Canadian suppliers For SMEs, this frequently means fewer but longer journeys, regional travel rather than frequent cross-country flights, and a more thorough assessment of the environmental and financial costs of each voyage

To keep prices under control, small enterprises use a combination of caps, advance-booking rules, and alternative accommodations. Extended-stay hotels, serviced apartments, and negotiated corporate rates help keep overnight expenses under control while keeping travellers c productive Some companies are expe budgets" instead of tight line-item rule to trade off aircraft class, hotel catego spending as long as they keep within a

Bleisure and Employee Well-Being

"Bleisure" the combination of work and leisure travel is no longer a niche perk According to recent research, nearly half of business travellers worldwide and the vast majority of younger professionals took at least one work trip for personal reasons in the previous year According to polls in Canada, more than half of business travellers combine business and pleasure trips, taking advantage of flexible work and travel rules

Supporting bleisure can help SMEs enhance retention and engagement without incurring additional costs Typical rules allow employees to extend a trip by a few days at their own expense, while the firm covers the business component of flights and a certain number of hotel stays This approach leverages corporate pricing and streamlines booking while clearly separating business and personal costs. Policies must clearly cover responsibility, insurance, and compliance

Sustainabilityisalsoshowinginsupplierselection. SMEsareincreasinglyquestioningairlines,hotels,and groundtransportationprovidersabouttheir environmentalpracticesandareinvestigatingsystems thatquantifyemissionsforeachtrip.Whilenotall smallbusinessescaneliminatetravelentirely,many arestartingwithpracticalinitiativessuchasfewer flights,morevirtualmeetings,andapreferencefor vendorswithcrediblesustainabilitycommitments.

ImageCourtesy:Canva

Travel guidelines should indicate how far dates can be extended, whether companions are permitted, and how travellers should plan so that itineraries are visible in duty-ofcare systems When done correctly, bleisure promotes worklife balance and mental health particularly for employees who travel frequently while preserving control over risk and spending.

Negotiating with Travel Providers and Using Digital Tools

Even without enterprise-level volume, SMEs can bargain with travel providers Small businesses may use online travel platforms, SME-focused travel management companies, or direct hotel agreements to secure flexible pricing, complimentary Wi-Fi, breakfast, meeting space access, or late check-out, rather than just deep discounts The new guidelines place a strong emphasis on digital tools Modern solutions include booking, policy enforcement, mobile itineraries, traveller tracking, and spend analytics in one place

AI-enhanced systems can recommend the best booking times, warn about out-of-policy options, and highlight greener or less expensive alternatives during the search process. For SMEs without dedicated travel managers, these solutions serve as a virtual travel desk, reducing administrative workload while improving compliance and the traveller experience

Keeping Travel Inclusive and Safe for Diverse Teams

Inclusive business travel policies acknowledge that employees perceive risk and comfort differently due to factors such as race, gender, disability, sexual orientation, or caregiving duties When planning travel, Canadian travel and human resources regulations increasingly reference the duty to accommodate, human rights obligations, and equitable treatment

For SMEs, practical, inclusive measures include allowing travellers to decline trips to locations with safety or discrimination concerns, considering daylight arrival times, providing accessible accommodations, and covering essential safety-related costs, such as airport transportation Clear pre-trip information, emergency contacts, and expectations for travel insurance should be established, with management instructed on how to respond if issues arise

Safetyandinclusivityarealso linkedtomentalhealth. Frequenttravelcanbetiring, particularlyforcaregivers andpersonnelwithmedical conditions.Smallbusinesses cansupportemployeesby reducinglast-minutetravel, providingrecoverydaysafter long-distancetravel,and ensuringreasonable expectationsforroad availability.Whenemployees feelnoticed,safe,and supported,travelisan ongoingpartoftheirjob ratherthanasourceof burnout.

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Disclaimer:Thisarticleisbasedonpubliclyavailable informationintendedonlyforinformationalpurposes CanadianSMESmallBusinessMagazinedoesnot endorseorguaranteeanyproductsorservices mentioned Readersareadvisedtoconducttheir researchandduediligencebeforemakingbusiness decisions

IanEvans PresidentandCEOofE-Tech

Over the past 25+ years in the technology industry, my goal has always been to deliver cost-effective, state-of-the-art IT solutions that help organizations maintain their edge in an ever-more complex digital world. I’m proud of the culture we’ve built at E-Tech one rooted in trust, reliability, and a commitment to helping our clients succeed

Under my leadership, E-Tech has earned recognition as one of Canada’s Best Managed IT Companies and has been ranked among the top managed service providers globally

LeadinginCybersecurity asaBlackFounder

In an exclusive interview with CanadianSME Small Business Magazine, Ian Evans, President and CEO of ETech, shares a candid look at what it takes to build and sustain a high-performing managed IT and cybersecurity company in an increasingly complex digital landscape. From earning trust as a one-person startup to leading an award-winning MSP serving SMBs and nonprofits across North America, Ian reflects on leadership, resilience, and the responsibility that comes with protecting mission-critical systems.

InterviewByKripaAnand

I’m Ian Evans, President and CEO of E-Tech, a company I founded in 2005 to provide managed IT services and web hosting with a focus on not-for-profit organizations and small to medium-sized businesses. Since starting E-Tech with just myself as the only employee, I’ve had the privilege of growing the company into a dedicated team of professionals serving clients across North America and the Caribbean

You started E‑Tech with one employee in 2005 and have grown it into an award‑winning MSP recognized as #1 in Canada and top 20 globally. What were the toughest hurdles in that journey, and were there moments you seriously questioned whether it would work?

Starting E-Tech in 2005 as a one-person operation was equal parts exciting and terrifying One of the toughest hurdles early on was credibility convincing clients to trust a small, unknown company with systems that were absolutely missioncritical to their organizations I was wearing every hat at once: sales, support, strategy, and admin There were long stretches of 16-hour days, tight cash flow, and constant pressure to deliver enterprise-level service with very limited resources

As the company grew, the challenges changed but didn’t disappear Scaling without losing quality was hard Hiring the right people, building repeatable processes, and investing ahead of revenue were all calculated risks. There were definitely moments especially during economic downturns or major client losses when I questioned whether the model would hold up or if I was pushing too hard, too fast

What kept me going was a clear belief in our mission and a refusal to compromise on service standards Each obstacle forced better decisions, stronger systems, and a sharper focus on culture. Looking back, those difficult moments weren’t signs that it wouldn’t work they were the moments that shaped E-Tech into an award-winning MSP and taught me how to lead with resilience, accountability, and long-term vision

Scaling a cybersecurity and managed IT company across North America—serving SMBs and nonprofits comes with constant change and pressure. What obstacles have you faced around talent, technology, or customer trust, and how did you navigate them while still growing the business?

Scaling a cybersecurity and managed IT company across North America has meant navigating constant change while protecting what matters most: our people, our technology standards, and our clients’ trust Talent has been one of the biggest challenges In a competitive market, finding skilled professionals who also align with our culture and values isn’t easy I’ve learned that hiring for attitude and accountability is just as important as technical ability, and that investing in training and career growth pays off far more than chasing quick fixes

Technology itself is another pressure point Cyber threats evolve daily, and staying ahead requires continuous investment, smart partnerships, and the discipline to standardize without becoming rigid We’ve had to make tough calls sometimes saying no to shiny tools in favor of proven, scalable solutions that genuinely reduce risk for our clients

Customertrust,especiallywithSMBsandnonprofits, iseverything.Manycometousafterexperiencing outages,breaches,orfailedproviders.Wenavigate thatbybeingtransparent,proactive,andhonest— especiallywhenthenewsisn’tperfect.Clear communication,consistentservice,andshowingup whenitmattersmosthavebeencritical.

Growth hasn’t come from avoiding obstacles, but from facing them directly, learning fast, and building systems that allow us to scale without compromising trust or quality

As a Black tech founder in a space that hasn’t always been diverse, what specific challenges have you experienced—whether in access to capital, being underestimated, or getting a seat at the table and how have those experiences shaped your leadership style?

Being a Black tech founder, I’ve definitely experienced moments where I was underestimated or had to work harder to earn credibility that others seemed to receive automatically Early on, access to capital and strategic networks wasn’t always straightforward There were rooms where I wasn’t expected to be the decision-maker, or where my technical depth and business vision were quietly questioned before I even spoke Those experiences were frustrating but they were also clarifying.

They pushed me to be exceptionally prepared, data-driven, and consistent in how I showed up Over time, I learned that excellence and results are the strongest responses to doubt, but I also learned the importance of advocating for myself and my team rather than assuming the work would speak for itself

Those challenges have deeply shaped my leadership style I lead with empathy, accountability, and a strong focus on creating opportunities for others who might otherwise be overlooked I’m intentional about building diverse teams, listening closely, and making sure people have a real seat at the table not just an invitation to the room. Ultimately, those experiences didn’t slow me down; they sharpened my resolve and reinforced my commitment to lead with integrity, confidence, and inclusion

With February being Black History Month, what message would you most like to share with Black entrepreneurs who are building businesses in tech or professional services and may feel like they’re the “only one” in many rooms they enter?

If theres one message I’d share, it’s this: you belong in every room you walk into even when it doesn’t feel that way Being the “only one ” can be isolating, and it can quietly make you question whether you ’ re playing a role you were never meant to have. I’ve been there. But your presence in those spaces isn’t accidental; it’s earned

Don’t let the absence of people who look like you make you shrink or soften your ambition Your perspective is an advantage, not a liability At the same time, protect your confidence by building a strong circle mentors, peers, and allies who understand both the business and the weight that can come with carrying representation

Be excellent, but don’t feel pressure to be perfect. Learn to advocate for yourself, set boundaries, and take up space without apology And when you reach a place of influence, reach back Visibility matters, and so does access

For Black founders specifically, what practical advice would you offer on building resilient systems—financially, operationally, and personally—so they can sustain growth over decades the way you have with E Tech?

For Black founders, building something that lasts requires resilience by design not just hustle Financially, get disciplined early Understand your numbers, build cash reserves, and don’t grow faster than your balance sheet can support Access to capital isn’t always equal, so profitability and smart reinvestment give you leverage and options when outside funding isn’t available.

Operationally, build systems before you feel ready Document processes, standardize service delivery, and invest in people who can eventually run parts of the business without you Resilience comes from not being the single point of failure Choose partners and vendors carefully alignment and reliability matter more than convenience

Personally, protect your energy and mindset. Carrying a business while also navigating representation can be exhausting Find mentors who’ve built long-term companies, not just fast exits Create space for rest, reflection, and learning so burnout doesn’t quietly derail your progress

Most importantly, define success on your own terms. Longevity is built through consistency, integrity, and patience. There will be moments where the path feels heavier for you that’s real But when you design systems that support the business and the founder, you give yourself the ability to grow steadily, lead confidently, and build something that endures for decades

Disclaimer:Theviewsandopinionsexpressedinthis interviewarethoseoftheintervieweeanddonot necessarilyreflecttheofficialpolicyorpositionof CanadianSMESmallBusinessMagazine Ourplatformis dedicatedtofosteringdialogueandsharinginsightsthat inspireandempowersmallandmedium-sizedbusinesses acrossCanada

Mr. Scharfe is an entrepreneur and financier with nearly a decade of experience as a builder and backer of high growth technology companies

Scharfe is deeply committed to advancing Canada, including at the provincial level He was recently appointed to Vancouver Lead for Build Canada, a nonpartisan entity made up of entrepreneurs, leaders, and motivated citizens committed to driving Canada's growth.

Most recently Mr Scharfe was a Senior Advisor to BTQ Technologies, a post-quantum cyber security solutions company recently listed on Nasdaq ($BTQ) Prior to founding Juno Industries, Mr Scharfe spent five years as a Partner at a Toronto-based technology merchant bank, where he served as either board member or advisor to several portfolio companies in emerging sectors such as artificial intelligence and decentralized infrastructure.

Mr. Scharfe holds a Bachelor of Commerce from the University of Toronto's Rotman School of Management

BoldIdeas,BigGrowthfor Canada’sDefenceSector: AConversationwith HunterScharfe, CEOofJunoIndustries

In this exclusive interview with CanadianSME Small Business Magazine, Hunter Scharfe, CEO and Co-Founder of Juno Industries, shares his perspective on why Canada must rethink how it builds defence technology From Arctic operations to AI-driven autonomous systems, Scharfe discusses the importance of aligning deep tech innovation with real-world national needs, and how Canadian talent, collaboration, and long-term thinking can position the country as a trusted defence leader among its allies.

InterviewByMaheenBari

Hunter Scharfe is the CEO and co-founder of Juno Industries, an advanced technology company accelerating Canadian and allied defence capabilities with mission critical software and autonomous systems

Juno Industries operates at the cutting edge of defence technology. How do you envision deep tech and AI innovations transforming Canada’s capabilities in safeguarding national sovereignty over the next decade?

Canada’s defence industry is undergoing a long-overdue transformation and with that comes an opportunity to rethink how we build. While many companies both legacy players and newly emerging ones are building solutions, they don’t necessarily align with the problems we are facing At Juno Industries, we ’ re focused on ensuring that the systems we develop directly align with what’s needed.

Furthermore, the most impactful global trends in technology have their roots in Canada Researchers in Toronto and Montreal were the first deep learning and AI pioneers Canadians built the very first commercially available quantum computer All that to say that Canada’s biggest strength is its talent It’s the people behind the innovations that will help safeguard Canada’s national sovereignty over the next decade and beyond, and we ’ re fortunate to have some of those individuals on our team

As both a founder and strategic capital partner in emerging technologies, what are the biggest challenges you’ve faced building companies within frontier markets, and how have these influenced your approach to leadership at Juno Industries?

The biggest challenge with latent technology is convincing the world that it deserves to exist Frontier markets are ahead of their time inherently, and that means your challenge will always be finding the early adopters who believe in your vision enough to try something new. With Juno, the qualities of resilience and ingenuity which are key for pioneering new industries, will be at the core of everything we do

With Juno Industries focusing on Canadian arctic operations and AI-driven autonomous hardware, what unique problems are you solving for Canada’s defence sector, and how do these innovations differentiate your company globally?

While we share collective goals and challenges with our allies, Canada faces a distinct set of operational realities particularly in the North, where extreme conditions and limited infrastructure make traditional systems less effective. Ourteamisfocusedonbuildingautonomous hardwareandAI-drivensoftwarespecifically designedtooperateinharsh,remoteenvironments. ThisiscriticalforArcticandmulti-domain operations.Whatsetsusapartgloballyisthatwe’re designingwithsovereigntyandself-reliancein mindfromdayone.Thatfocus—buildingfor Canadafirst—putsusinastrongpositionto contributetoalliedneedsaswell.

Your involvement with Build Canada and other initiatives reflects a commitment to provincial and national advancement. How important are collaboration and communitydriven leadership for accelerating Canadian growth in defence and technology?

Collaboration is fundamental Canada’s most complex challenges whether in defence, infrastructure, or innovation, won’t be solved in silos We need public and private actors, policymakers and entrepreneurs, technologists and civic leaders all contributing in coordinated ways That’s why initiatives like Build Canada matter: they create space for communitydriven leadership that’s grounded in long-term thinking and national interest In defence and technology collaboration is a strategic advantage The more we align our efforts, the faster we’ll build sovereign capacity, drive innovation, and ensure Canada’s leadership in the decades to come

In closing, what final advice or insights would you offer to small and medium-sized businesses aspiring to make an impact in advanced technology and national defence?

Always make sure you are asking the right questions Start with a clear understanding of the problem you ' re trying to solve, and make sure it's a real one. In defence and advanced technology, impact comes from alignment: with operational needs, with national priorities, and with the people who will ultimately rely on what you build For small and medium-sized businesses, the advantage is speed, focus, and the ability to innovate without bureaucracy With that being said, success in this space takes patience, credibility, and collaboration Build with purpose, partner with intent, and don’t underestimate how important trust is in this sector Canada has the talent what we need now is more companies willing to step forward and build in alignment

Disclaimer:Theviewsandopinionsexpressedinthisinterview arethoseoftheintervieweeanddonotnecessarilyreflectthe officialpolicyorpositionofCanadianSMESmallBusiness Magazine Ourplatformisdedicatedtofosteringdialogueand sharinginsightsthatinspireandempowersmallandmediumsizedbusinessesacrossCanada

WhatSmallBusiness LeadersNeed: Funding,Capital,Confidence

ByMaheenBari

In 2026, Canadian small businesses, particularly Black-owned and other visible minority-owned businesses, have high aspirations but unequal access to funding Governments, banks, and fintech companies are growing their programs, but executives still need to develop more sophisticated plans to get "funding ready" and transform cash into assured, long-term growth

Capital Gap Exists For Small and Black-Owned Businesses

Although their expansion is vital to Canada's economy, research indicates that many small firms still struggle to secure fast, flexible funding Pain points related to collateral requirements, sluggish approvals, and traditional credit scoring that do not accurately reflect the realities of early-stage or rapidly expanding businesses are highlighted in surveys of financial institutions and SMEs

I

are more severe for Black-owned cording to the State of Black Economics er research, Black entrepreneurs frequently al networks that connect other founders to estors, are less likely to be approved for more likely to receive smaller amounts repreneurs report difficulty securing even such as $10,000, which forces them to rely s, credit cards, or personal savings Blackses are less able to grow as suppliers, cquisition targets due to these structural so hinder employment.

Banks, Fintechs, and nments Are Offering in 2026

c and private sectors are responding by ments in more specialized capital solutions. CE and regional economic development are in place. The federal Black ip Program, renewed and expanded provides loans and ecosystem funding to neurs Millions of dollars in additional visory services have recently been announced for Black-owned companies in British Columbia and across Canada

Fintechistransformingmainstream small-companyfinancebeyondequityfocusedinitiatives.Today,digital lendingplatformsprovideSMEs— especiallythosewithchallenges securingtraditionalcollateralorcredit histories—withfasterapprovals,datadrivenunderwriting,andsmallerticket sizes.

It is anticipated that embedded finance and alternative lenders will continue to expand, leveraging real-time data from SaaS tools and payment processors to assess business health and make lending decisions.

Conventional banks are making adjustments as well In addition to testing auto-adjudication, open banking features, and more customized offers, major financial institutions are introducing solutions specifically designed for Black entrepreneurs and small enterprises Leading federal initiatives, such as the Canada Small Business Financing Program (CSBFP), continue to share risk with lenders, allowing qualified companies that might otherwise be turned down to get loans of up to $1 million

How Leaders Are Becoming

“Funding Ready”

Leaders who are “funding ready” stand out in this setting Three factors are regularly sought by banks, fintechs, and investors: a credible leadership team, dependable financial reporting, and a defined business model

Maintaining accurate, up-to-date monthly financial statements (income statement, balance sheet, and cash flow statement) is a practical reporting practice for 2026

Keeping an eye on important indicators, including revenue growth, gross margin, attrition, and client acquisition costs, as well as being able to describe patterns

Creating a straightforward 12- to 24-month forecast that demonstrates how new funds will be utilized and how it enhances development or resilience.

Credibility as a leader is equally crucial Successful fundraising applications frequently include mentors, advisory boards, and ecosystem partners, particularly for Black founders whose networks have previously been underrepresented in finance To gain lenders trust, Black entrepreneurship materials highlight the importance of integrating financing with capacity-building financial literacy, governance, and planning

The likelihood of approval is significantly increased by a succinct, data-driven pitch that outlines the market, the issue, the solution, and the advantage (e g , supplier diversity credentials or community trust)

Mixing Grants, Loans, and Equity for the Right Capital Stack

Instead of relying solely on a single lender, most Canadian SMEs today use multiple financing sources To overcome structural obstacles, Blackowned companies in particular frequently stack grants, loans, and, occasionally, stock

A balanced capital stack may include:

Grants and non-repayable contributions (e g , innovation or inclusive growth programs) can help de-risk new goods and markets

Government-backed or bank loans (CSBFP, targeted Black entrepreneur loans, regional development finance) are available for equipment, working capital, and expansion.

Alternative or fintech lenders are suitable for short-term needs that require speed and flexibility, but caution is warranted to avoid overleveraging

Equity funding, including angel, venture capital, and mission-aligned funds such as BKR Capital, is available to high-growth, scalable enterprises willing to share ownership

Black-focused funding recommendations advise creators to research terms from multiple lenders and avoid exploitative proposals that require disproportionate equity or repayment

Travel Networking and Confidence Unlocking the Right Rooms

Capital rarely moves solely online; it follows relationships Canadian financing recommendations emphasize the need of attending investor meetings, pitch competitions, and ecosystem gatherings that include lenders, angels, and partners

For small and Black-owned enterprises, this involves treating specific visits as strategic investments.

Participate in regional or national financing summits, Black entrepreneurship conferences, or supplier diversity events

Booking targeted meetings with bankers, fintech reps, and program officers in the same city

Consistently developing a precise, confident story develops credibility and reduces uncertainty during conversations

Founderscanbeintroducedtocorporate procurementandfinancingdiscussions throughsupplierdiversitycouncilsthat certifyvisibleminority-ownedfirms.

Yourroleinstayinguptodateisintegraltooursharedmissionof fosteringacommunityofinnovators CanadianSMEMagazineisa valuabletreasuretroveofentrepreneurialknowledge Clickhereto subscribetoourmonthlyeditionsforupdatesonCanadian businesses Followourhandle,@canadian sme,onXtostay updatedonallbusinesstrendsanddevelopments Yoursupportis crucialtoourmission

Disclaimer:Thisarticleisbasedonpubliclyavailableinformation intendedonlyforinformationalpurposes CanadianSMESmall BusinessMagazinedoesnotendorseorguaranteeanyproductsor servicesmentioned Readersareadvisedtoconducttheirresearch andduediligencebeforemakingbusinessdecisions

SMALL BUSINESS SHOW 2026

The Future of Growth is Now