CanadianSME Small Business Magazine June 2026

ISSUE NO. 91

JUNE 2026

CANADIANSME Empowering Canadian Small & Medium Businesses

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PAGE: 18 Pride and Progress in 2026 While Shaping a More Inclusive Future

Page 10

Beyond Commodity IT:

How Canadian SMEs Can Modernize for Smarter Growth Shawn Chang,

General Manager of the System Business Group at ASUS North America All Images, trademarks, service marks and logos referred to or appearing in this magazine are the property of their respective owners.

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Dear Readers, Welcome to the June 2026 edition of CanadianSME Small Business Magazine, where we place a spotlight on Banking, Finance, Insurance, and Diversity & Inclusion. This issue arrives at an important moment, reflecting the evolving landscape of small business banking, financial innovation, and the growing impact of supporting Indigenous- and LGBTQ+-owned businesses. As we celebrate Pride Month, this edition emphasizes the value of equity, inclusion, and representation—not only as social imperatives but as essential drivers of sustainable growth and community impact.

We are proud to feature Bella Onay, Founder of MOM2MOM BIZ, as our Business Woman of the Month, highlighting leadership that combines vision, purpose, and resilience. This edition brings insights from industry leaders, including Shawn Chang on Beyond Commodity IT: How Canadian SMEs Can Modernize for Smarter Growth, Sarah Warsi on From Complexity to Clarity: Smarter IT for Small Business, and Benjamin Liu on Building Canada’s Connected Future, One Smart Network.

We also feature Amazon’s Second Canadian Upfront Showcases a New Era of Connected Advertising and Entertainment by Maheen Bari, The End of Build vs. Buy: How AI is Rewriting the Rules for SMB Software by Katana, Pride and Progress in 2026 by SK Uddin, and Deloitte Canada’s partnership with Stablecorp to bring stablecoin innovation to Canadian financial institutions by Kripa Anand.

Additional features explore cross-border tax challenges, cybersecurity risks for professional services, and strategies to overcome revenue plateaus, offering a comprehensive view of the forces shaping Canadian business today.

Looking ahead, we invite you to participate in the CanadianSME Summit 2026 on October 13, 2026, at the Metro Toronto Convention Centre, a national platform where entrepreneurs, innovators, and industry leaders will gather to share knowledge, network, and explore the strategies defining the next chapter of small business growth. This edition is designed to equip readers with practical insights, highlight inclusive leadership, and inspire businesses to embrace innovation, resilience, and responsible growth.

Together, we can ensure that Canadian SMEs are not only competitive but also purpose-driven and forward-looking.

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Editor & Publisher Shaik Khaleeluddin(SK) Sr. Media Manager Maheen Bari Media Manager Kripa Anand Sr. Content Manager Amanda Spearing Creative Design Cmarketing Inc Social Media Cmarketing Inc Events Raoof Uddin Shaik Photography Deposit Photos, Cmarketing Inc. Web Cmarketing Inc

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The contents in CanadianSME Magazine are for informational purposes only. Neither Cmarketing Inc, the publishers nor any of its partners, employees or affiliates accept any liability whatsoever for any direct or consequential loss arising from any use of its contents.

IN THIS ISSUE CanadianSME Small Business Magazine

35

Community Capital Is Redefining Early Stage Funding in Canada

43

How Canadian Small Businesses Can Find the Right Financial Partner in 2026

49

Financial Leaders Share Insights on Serving Canada’s Diverse Entrepreneurs

37

Deloitte Canada and Stablecorp Partner to Bring Stablecoin Innovation to Canadian Financial Institutions

62

Preparing the Next Generation of Diverse Business Leaders in Canada

18

Pride and Progress in 2026 While Shaping a More Inclusive Future

68

Financial Institutions Moving Beyond Land Acknowledgements to Support Indigenous SMEs

71

Closing the Funding Gap for Indigenous Entrepreneurs in Canada

47

From Complexity to Clarity: Smarter IT for Small Business Sarah Warsi, Marketing Manager, Sentia

IN THIS ISSUE CanadianSME Small Business Magazine

27

Amazon’s Second Canadian Upfront Showcases a New Era of Connected Advertising and Entertainment

65

Building Canada’s Connected Future, One Smart Network

Building Bello: Canadian 52 Start-Up Reinventing how People Hydrate at Home

24

Hybrid Work, Local Hubs and the Future of Offices

14 Business Woman of the Month:

Bella Onay Founder of MOM2MOM BIZ

IN THIS ISSUE CanadianSME Small Business Magazine

21

The end of Build vs. Buy: How AI is rewriting the rules for SMB software

58

80 5 Cybersecurity Risks Professional Services Firms Can No Longer Ignore

32

How LGBTQ+ Entrepreneurs in Canada Are Entering Global Markets

From Roadshows to CIIE: How Bank of China (Canada) Supports Canadian Businesses Going Global

77

78

40

Inclusive Finance for LGBTQ+ Entrepreneurs

74

Rethinking Small Business Banking in Canada

Top Canadian Banks Supporting SMEs in 2026

55

Cross-Border Tax Challenges for Canadians Expanding into the United

How Canadian SMEs Are Navigating Cyber Climate and Credit Challenges

Beyond Commodity IT: How Canadian SMEs Can Modernize for Smarter Growth

In an exclusive interview with CanadianSME Small Business Magazine, Shawn Chang, General Manager of the System Business Group at ASUS North America, shares insights into how Canadian businesses can rethink technology as a strategic driver of growth rather than a routine operational expense. As organizations navigate increasing demands around productivity, security, hybrid work, and artificial intelligence, Shawn discusses the critical role that modern business devices play in helping teams stay agile, efficient, and competitive.

Interview By SK Uddin

Shawn Chang,

General Manager of the System Business Group at ASUS North America

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Image Courtesy: Shawn Chang

Shawn Chang is General Manager, System Business Group, ASUS North America, where he leads regional ASUS One PC business strategy and growth across consumer and business portfolios. Drawing on more than 20 years at ASUS, Shawn brings deep experience across sales, marketing, product strategy and go-to-market leadership in multiple regions, including Africa, APAP, Europe and North America.

Workplace Tech

In his current role, Shawn is focused on scaling enterprise-ready solutions, strengthening channel partnerships, accelerating AI-enabled PC adoption, and helping organizations translate innovation into practical value. His leadership approach is grounded in design thinking, data-driven execution and operational rigor, with a focus on delivering meaningful business outcomes while preserving the premium technology experiences ASUS is known for.

Canadian SMEs are facing rising costs, lean teams, and constant pressure to stay competitive. Why do you believe business owners should stop thinking of laptops and workplace devices as simple “commodity IT purchases,” and start treating them as strategic tools for productivity and growth?

For many SMEs, the laptop has become the center of the workday. It is where teams communicate, serve

customers, manage operations, create content, protect information and make decisions. When that device is slow, unreliable or not secure enough, the impact is not just technical. It affects productivity, employee experience and customer service.

Image Courtesy: Shawn Chang

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That is why business owners should look beyond the idea of a PC as a basic IT purchase. The right device can help a lean team move faster, collaborate more smoothly and reduce friction throughout the day. It can support hybrid work, improve security and give employees the confidence that their tools can keep up with the pace of the business.

This is exactly why ASUS continues to invest in business-ready portfolios such as ExpertBook and ExpertCenter, including premium AI PCs like the ExpertBook Ultra. These devices are designed around mobility, performance, durability, security

and modern collaboration, which are all critical for growing businesses.

For SMEs, every person and every hour matters. The right technology investment should help the business work better.

Workplace Tech When small and medium‑sized businesses plan their next PC refresh, price is often the first filter. Beyond cost, what should Canadian SMEs prioritize— performance, mobility, durability, security, AI readiness, manageability—and how do you recommend they weigh those factors?

Price will always matter for SMEs, but it should not be the only filter. I recommend starting with the work your team actually does, then choosing devices around those needs.

AI is everywhere right now, but many business owners are still unsure what it really means for them. How should Canadian SMEs approach AI adoption in a practical way, and what does “AI‑ready” technology actually look like for a small business that wants better workflows without unnecessary complexity?

Performance is important because employees are multitasking across video calls, cloud tools,

SMEs should approach AI by starting with real business problems, not buzzwords. AI is most valuable when it helps a team save time, improve quality, organize information, communicate more clearly or make everyday

no longer tied to one desk, so weight, battery life and

For a small business, a practical example is

spreadsheets, presentations, creative work and AIenabled applications. Mobility matters because work is connectivity become practical business needs. Durability and reliability matter because downtime is costly for a small team.

Security and manageability should also be part of the decision from the beginning, especially for businesses

without large IT departments. Secure sign-in, hardwarelevel protections, reliable updates and business-grade support can help reduce risk and complexity.

workflows easier.

meetings. Many SMEs spend a lot of time on calls with customers, partners and internal teams, but it can be difficult to capture every

action item or follow-up. ASUS AI ExpertMeet is designed to help with this by supporting AI meeting minutes, real-time translation,

transcription, summaries, and automatically generated to-do lists, helping teams turn conversations into clear next steps.

The ASUS ExpertBook Ultra is a good example of this

That is what AI-ready technology should mean

performance, ExpertCool Pro thermal design and

having the right hardware foundation, including

balance, combining a premium lightweight design, Intel Core Ultra Series 3 processors, up to 50 TOPS of NPU enterprise-grade security features.

Image Courtesy: Canva

The best investment is not simply the lowest-cost device.

It is the device that supports productivity, security and growth over time.

for SMEs: not complexity, but useful support built into everyday workflows. It also means

modern processors, NPU performance, memory, battery life and security, so AI-enabled tools can run smoothly.

At ASUS, our approach is to make AI purposeful and practical. AI should enhance how people already work, create and collaborate. For SMEs, the key question is simple: will this help my team work better, faster or more securely?

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Workplace Tech Many SMEs don’t have large IT departments or dedicated admins. What should they look for in business laptops and PCs that are easier to manage, secure, and scale—so they can support hybrid work, protect data, and reduce downtime without adding a lot of IT overhead?

SMEs should look for business devices that reduce complexity. Many small businesses do not have

dedicated IT teams, so the technology needs to be secure, reliable and easy to manage from the start.

That begins with strong built-in security, such as secure authentication, hardware-level protection and features that help protect business and customer data. It also includes dependable performance, durable construction and devices designed for long-term daily

use. For a small team, downtime can quickly become a business problem.

This is where business-focused solutions such as ASUS

ExpertBook laptops and ExpertCenter desktops can help.

For example, ASUS ExpertGuardian is designed to provide multi-layered protection across hardware, software and firmware, while ExpertCenter P600 AiO brings AI PC capabilities, ASUS AI ExpertMeet and business-grade security into an all-in-one desktop format.

Hybrid work adds another layer. Employees need devices that are portable, have strong battery life and

Image Courtesy: Canva

support collaboration from the office, home, client sites or while travelling. The right business PC should help people stay productive and protected without adding unnecessary IT overhead.

Drawing on ASUS’s experience across consumer, creator, gaming, and commercial devices, what recent innovations are most relevant for Canadian entrepreneurs and growing teams—and what one key takeaway would you want SME leaders to remember as they plan their next technology investments in an AI‑enabled world?

One of ASUS’ strengths is that we learn across many types of users. Consumer, creator, gaming and commercial customers all push technology in different ways, and those learnings can help shape better business devices.

For example, innovations in OLED displays, lightweight materials, thermal design, AI

performance, battery life and dual-screen experiences are not only exciting for consumers or creators. They also reflect where work is going. Entrepreneurs and growing teams are

creating content, joining video calls, managing data, presenting to customers and working across more applications than ever before.

Recent ASUS products show this direction

clearly. The ExpertBook Ultra brings premium business mobility and AI-ready performance.

The Zenbook A16 offers a large 16-inch 3K OLED workspace with Snapdragon X2 Elite Extreme and up to 80 TOPS NPU performance. ROG

Zephyrus DUO shows how dual-screen innovation can expand multitasking and creative workflows.

My key takeaway for SME leaders is simple: technology should be treated as a growth enabler, not just an expense. The right investment should help your team work more productively, securely and confidently in an AIenabled world.

Disclaimer:The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine. Our platform is dedicated to fostering dialogue and sharing insights that inspire and empower small and medium-sized businesses across Canada.

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By SK Uddin

Bella Onay Building Stronger Networks for Mom-Led Businesses MOM2MOM BIZ®, an Oakville, Ontario-based platform for women-led business networking and development, was founded by Bella Onay, who also serves as its "Chief Connector." She left her 20-year career in international banking

to raise her family and found a need for aspirational women who wanted to create or expand enterprises while balancing motherhood. Her network now connects female-led small-business owners and entrepreneurs, demonstrating that when mothers help one another succeed in business, everyone succeeds.

From International Banking to Entrepreneurial Connector Bella worked in international finance for 20

years before starting MOM2MOM BIZ. She had senior positions at companies including Citi and Scotiabank, with responsibilities encompassing trade, global transaction banking, cash management, and trade finance portfolio connections throughout Europe, Africa, and

Canada. She has extensive experience in foreign capital markets, risk, and relationship management from her high-performance career.

Bella Onay Founder of MOM2MOM BIZ 14 - CanadianSME - June 2026

Image Courtesy: Bella Onay

Business Woman of the Month

Business Woman of the Month Bella thought she was an anomaly, one of the few women prepared to give up years of professional success to concentrate on raising her kids. She soon found that she was not by herself. To create flexible, value-aligned lives, many women in her community had

also left their jobs or turned to entrepreneurship, yet they still faced loneliness, limited networks, and unequal access to business support. Instead of returning to banking, Bella decided to create what she needed: a mom-centred, community-driven business network where women could interact, grow, and learn from one another.

Another important resource is the MOM2MOM BIZ Business Directory, which highlights only femaleowned and led companies and increases members' web visibility and SEO so "aware consumers" can quickly locate and support women-run enterprises.

Bella's personal touch remains crucial: every new Biz Member has a 30-minute networking strategy call with her, ensuring that women enter a vibrant community rather than merely joining a directory.​

Founding MOM2MOM BIZ® MOM2MOM BIZ® was first established by Bella in 2017 as a local networking group in and around Oakville, Ontario. Women-owned small businesses, mostly from the Halton region and the Greater Toronto Area, are

MOM2MOM BIZ was intentionally created as a femalepowered, community-based support network for women entrepreneurs and small-business owners at all stages, from seasoned founders to side hustlers and solo proprietors. The brand stands on:

Connect & Interact—curated networking socials, workshops, and private gatherings where women form bonds, exchange recommendations, and work together—is one of its main foundations.

Learn & Grow: Members can connect with mentors and certified coaches in the network, enabling their personal and professional growth.

Support & Thrive is a vibrant online community where members share successes, queries, resources, and opportunities around the clock. It includes a private Facebook group and WhatsApp chats.

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Image Courtesy: Bella Onay

currently part of this hybrid online-and-in-person network.

Business Woman of the Month

Values, Impact, and Giving Back The explicit key principles of MOM2MOM BIZ are kindness, self-assurance, authenticity, integrity, community connections, action-taking, and the conviction that variety is our greatest asset. In addition to expanding their own companies, members are urged to actively assist one another by collaborating, recommending clients, and acknowledging each other's accomplishments, because "when women help one another, wonderful things happen."

The influence of the network goes beyond financial results. Bella has inspired members of the MOM2MOM BIZ Collective to donate to the larger community through fundraisers, silent auctions, and clothing and food drives.

The network members collectively donated items and raised funds for 360Kids, SafetyNet, Oakville Green Association, Girls Inc. of Halton, Oakville & Milton Humane Society, and the Rotary Club of Oakville Trafalgar.

MOM2MOM BIZ frequently features its members’ and "Biz Stories" on social media, encouraging women to share the "why" behind their endeavours so that others can find motivation and useful role models.

Image Courtesy: Bella Onay

A Platform “Where Networking Never Takes a Day Off” Bella frequently characterizes MOM2MOM BIZ as a place "where networking never takes a day off," reflecting the constant connective nature of entrepreneurship.

The organization’s membership model includes invitations to quarterly networking events, social media features for a combined audience of 10K followers, visibility in the online business directory, and unlimited promotional privileges on its designated social media platform.

This adaptable, multi-channel strategy is especially effective for women starting businesses while juggling part-time jobs, family obligations, or reentering the workforce. They are met where they are by MOM2MOM BIZ, which also provides them with networks and tools to help them advance.

Business Woman of the Month

Recognition For Her Work Award Won: June 2022 / Queen Elizabeth Platinum Jubilee Pin, in recognition of the outstanding service to the Oakville Community

Award Nominations: May 2024 / Women Empowerment Awards presented by Rogers May 2023 / Oakville Community Spirit Award - Inspiration Category, sponsored by RBC October 2023 / CanadianSME Small Business Magazine - Business Woman of the Year April 2020 / 28th RBC Canadian Women Entrepreneur Award March 2019 / 27th RBC Canadian Women Entrepreneur Award

Lessons for CanadianSME Readers Key lessons for ecosystem builders and small company owners can be learned from Bella's journey: Create based on your personal experiences. She transformed her work path into a platform that currently provides services to thousands of people. A strategy for growth is community. When people intentionally assist one another, referrals, collaborations, and shared learning increase. Put women's realities up and center. She discovered talent that might otherwise go unnoticed by creating a network centred on mothers' needs and schedules.

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Conclusion Bella Onay has demonstrated how a single person's career transition can become an entire ecosystem, having gone from an international banking executive to a community builder for thousands of women entrepreneurs. MOM2MOM

BIZ demonstrates how well-thought-out networks can genuinely support the success of small enterprises and the women who manage them.

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.

Pride and Progress in 2026 While Shaping a More Inclusive Future

By Sk Uddin Every June, rainbow flags fly over municipal halls, main streets, and stores across Canada to commemorate Pride Month and the tenacity,

From Protest to Pride Season

inventiveness, and ongoing struggle of 2SLGBTQI+ people for equality. From small villages in Ontario to

major festival hubs like Toronto and Winnipeg, Pride has evolved from a protest movement into a national season of celebration and activism.

The federal government refers to this period as Pride Season, reflecting that Pride celebrations now take place from June to September in many localities.

While June remains the symbolic core of Pride Month, echoing the heritage of the Stonewall riots in the United States, towns across Canada spread out their festivities throughout the summer to optimize participation and safety. For 2SLGBTQI+ Canadians, this provides an extended opportunity to be visible,

Image Courtesy: Canva

engage with allies, and advocate for change.

Pride in Canada is deeply rooted in protest. Some of the first large-scale

queer rights demonstrations in Ottawa and Vancouver occurred in 1971, with

activists demanding legal safeguards and an end to discrimination. By 1973, Pride activities were being held in several cities, including Montreal, Ottawa, Saskatoon, Toronto, Vancouver, and Winnipeg, often in the face of opposition from authorities and members of the general public.

Over the years, the early marches have evolved into large-scale celebrations. For example, Toronto's Pride weekend in June has grown into one of North America's largest Pride celebrations, attracting hundreds of thousands of tourists and showcasing a wide range of 2SLGBTQI+ communities. Pride Toronto provides year-round programs to celebrate LGBT talent, highlight stories, and advocate for human rights.

Other cities have established their own peculiar traditions. Pride Winnipeg, for example, holds a festival that lasts from late May to early June and includes community meetings, a parade, and oneof-a-kind events such as a community powwow. These local differences represent Pride's evolution to address the requirements of many locations, cultures, and intersectional identities.

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Pride & Inclusion Pride Beyond Big Cities: Small Communities Step Up

Pride Season: A National Frame for Local Movements

One of the most noticeable changes in recent years has been the expansion of Pride Month festivities into smaller cities, towns, and rural villages.

Municipalities such as Gananoque, Ontario, are now issuing Pride Month proclamations and hosting local activities to show support for 2SLGBTQI+ residents. In a message from 2026, the Town of Gananoque emphasized that Pride is about recognizing and celebrating the diversity that

Recognizing the breadth and diversity of 2SLGBTQI+ groups, the Government of Canada coined the phrase "Pride Season" to characterize the range of events held from June to September. Women & Gender Equality Canada defines Pride Season as a time when 2SLGBTQI+ persons and allies join together to celebrate resilience, talents, and community contributions. It includes everything from big city parades to small-town flag raisings, film

strengthens communities, as well as creating spaces based on inclusiveness, kindness, and

festivals, drag acts, lectures, and family picnics.

respect for everyone.

Education unions and community organizations

also play an important role in promoting Pride in smaller communities.

In Ontario, teacher and education worker unions keep detailed Pride event calendars, including parades and festivals in places such as West Nipissing, Brockville, Stratford-Perth, and others. These lists help residents discover local activities and show that Pride is not limited to major urban areas. The display of Pride flags outside schools, libraries, and town halls can be a significant statement to 2SLGBTQI+ persons living outside of major cities that they are recognized and respected.

At the same time, criticism and disagreements over Pride displays in some areas serve as a reminder that visibility still has risks—and that support from local institutions is important.

Image Courtesy: Canva

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Pride & Inclusion

Social media posts from federal departments support this narrative, emphasizing that Pride celebrations take place throughout the summer and across the country. This language is more than just branding; it recognizes Pride in Canada as a mosaic of local movements, each with its own history and reality. It also reflects Canada's overall strategy to 2SLGBTQI+ inclusion, which includes federal action plans, funding for community organizations, and international advocacy for LGBTQ+ rights.

Pride, Intersectionality, and Ongoing Challenges Pride Month 2026 in Canada takes place against a

backdrop of both progress and opposition. On the one hand, 2SLGBTQI+ people enjoy strong legal safeguards, such as marriage equality and human rights standards

that ban discrimination based on sexual orientation and gender identity. Many governmental institutions now publicly celebrate Pride, and many corporations host celebrations and include 2SLGBTQI+ inclusion in their diversity initiatives. On the other hand, queer and trans groups continue to face violence, misinformation, and policy battles that threaten their safety and dignity.

Why Pride Month Still Matters For CanadianSME readers and other business audiences, Pride Month is more than just an excuse to change logos or sponsor a parade. It serves as a reminder that 2SLGBTQI+ employees, customers, and entrepreneurs are essential to Canada's social and economic fabric, and that inclusion necessitates longterm efforts. Businesses that thoughtfully connect with Pride frequently: Support local Pride organizations and community groups throughout the year, not just in June.

Implement internal rules to protect 2SLGBTQI+ employees, including antiharassment measures and inclusive perks.

Collaborate with queer and trans-owned suppliers and service providers to incorporate 2SLGBTQI+ entrepreneurship into supplier diversity initiatives.

Two-Spirit, transgender, and non-binary individuals experience disproportionately high levels of violence,

Pride Month 2026 is an opportunity to reflect on how far Canada has come—and how far it still

affirming care, housing, and justice are expressed alongside celebration.

Season, the primary message has been consistent: 2SLGBTQI+ individuals deserve to live, work, and love openly in every community across the country.

economic hardship, and healthcare restrictions. As a result, Pride gatherings continue to be intensely political venues in which demands for safer schools, gender-

has to go. From the initial protests in Ottawa and Vancouver to today's enormous Pride

Intersectionality is fundamental to our reality. Many Pride events and organizations now actively promote the perspectives of Black, Indigenous, racialized, disabled, and newcomer 2SLGBTQI+ groups, acknowledging that oppression and resilience are influenced by numerous identities.

Indigenous Pride celebrations and Two-Spirit gatherings challenge colonial and cisnormative narratives by connecting modern activism to Indigenous understandings of gender and sexuality.

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.

20 - CanadianSME - June 2026

The end of Build vs. Buy: How AI is rewriting the rules for SMB software Article By Katana

SMBs typically buy off-the-shelf software for operations because custom development costs more than small businesses can sustain longterm. But what happens when operations grow and develop characteristics the software wasn't designed to handle?

Image Courtesy: Katana

All business outgrow “standard software” Businesses typically start with inventory management tools that match their initial operational scale. More often than not, though, software that handles operations well at the start becomes limiting when the business grows in complexity. As businesses

add more products and SKUs, additional sales channels or fulfillment locations, the standard features that worked for simple processes don't accommodate the specific requirements that develop as operations mature.

Traditionally, when software stopped fitting operations well, businesses accepted the inefficiency or moved to enterprise platforms. While enterprise software can handle more demanding ops, it requires implementation budgets that most SMBs can't justify.

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Digital Transformation Big companies can negotiate special terms or fund internal development, but smaller businesses lack both negotiating leverage and development budgets.

AI has opened the door to a new way to solve this constraint. Rather than forcing businesses to choose between limited standard software and expensive enterprise platforms, we’re now building systems that can extend as operations require it.

Extensible software is the new model 1

The future of ops systems separates what software does out of the box from what it can do when you need it to. Most businesses share common workflows, but every business develops operational specifics as it grows. Extensible software accommodates both without forcing you to choose between standard limitations and custom rebuilds.

For SMBs, this change is extraordinarily important. Operational capabilities that once required enterprise budgets and dedicated

development teams are becoming accessible to businesses at any scale. Software can be something businesses shape to match their operations rather than a fixed constraint they work around.

At Katana, we’ve had an open API since the very start – and we

have real examples of the impact this flexibility can have. One of our customers connected Katana to Prospect CRM through API integration, automating customer data and sales history transfers between platforms. The business doubled sales and improved

customer service following the implementation. These kinds of results can now become achievable to any business.

Image Courtesy: Katana

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Digital Transformation

Current developments accelerating the change AI agents accessing operational data have increased pressure on software vendors regarding API policies. Agents need standardized data access to execute tasks like inventory verification or automated reordering.

How we're building for this future 1

At Katana, we're building beyond API access. We're working toward becoming a platform where solution engineers, implementation partners, and customers themselves can extend the system to build the capabilities their operations need.

Some vendors are responding by restricting access. SAP restricted

third-party AI from their platform earlier this year, requiring customers to use SAP's AI assistant exclusively.

For SMBs running SAP Business One or Business ByDesign, this removed the option to use AI tools they'd already selected.

The decision protects SAP's AI product but reveals something important about platform economics. Large legacy platforms built their value on

feature breadth - doing everything so you don't need other tools. Opening APIs to let customers choose their own AI systems undermines that model. It's a rational business

decision that creates an asymmetric opportunity for everyone they've locked in.

The goal is developing an extensibility layer with custom fields, community-built solutions, and the ability for businesses to shape their operational software as requirements evolve. The platform grows beyond what we build ourselves.

Companies build on Katana rather than just using it, adding what their specific operations require as they scale.

What's ahead for SMBs 1

The alternative approach maintains open API access and lets customers determine which AI tools work with their data. As AI becomes more central to operations, businesses increasingly evaluate whether their software allows them to build what they need or restricts them to what the vendor permits.

Your ability to build custom workflows, integrate new tools, and adapt to market changes becomes independent of how many people you employ or what your software budget allows. The companies that capitalize on this early gain advantages that become harder to match as their operations and software evolve together. A brand that can adapt its software in days rather than quarters can test new fulfillment models, enter new markets, and respond to supply chain changes faster and better than competitors.

The gap between businesses with extensible software and those locked into fixed platforms will widen as AI development accelerates. What you can build is no longer determined by your budget or team size – it's determined by whether your software lets you build it.

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Image Courtesy: Mark Dixon

Hybrid Work, Local Hubs and the Future of Offices Mark Dixon,

Founder and CEO, International Workplace Group In an exclusive interview with The CanadianSME Small Business Magazine, Mark Dixon, Founder and CEO of International Workplace Group, shares a forward-looking perspective on how work is being reshaped across cities, suburbs, and communities. Drawing on decades of experience building one of the world’s largest workspace networks, Mark explains why the future of work is no longer tied to a single location and how flexibility, technology, and access are redefining productivity.

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Interview By SK Uddin Mark Dixon is one of Europe’s best-known entrepreneurs and, since founding the Regus Group in Brussels, Belgium in 1989, he has achieved a formidable reputation for leadership and innovation. By understanding the way that globalization, personal mobility and digital technology have enabled new ways of working, Mark has overseen the growth of IWG into the world’s largest workspace provider. Prior to Regus and IWG he established businesses in the retail and wholesale food industry. Mark has received many awards for enterprise and is widely acknowledged as one of the pioneers of the workspace industry who revolutionized the way business approaches its property needs with his vision of the future of work.

Modern Work You’ve been building flexible workspaces since 1989, long before “hybrid work” became a buzzword—how has your original vision for Regus evolved into IWG’s current strategy of creating a workspace within reach of every community?

In 2025, more new locations were signed and opened in a single year than in the entire first two

decades of our operations. Our network now comprises more than one million rooms in 122 countries, and with a substantial pipeline in place, our growth will continue to accelerate rapidly in the years ahead.

IWG is adding a record number of locations globally and expanding rapidly across Canadian cities and suburbs—from Burnaby and Surrey to Mississauga and Moncton—what’s driving this demand for more localized working, and what are the main benefits for both employees and employers?

Today, the remarkable advances in cloud technology

We are focused on rapidly expanding our

and video conferencing software – both vital to enabling effective hybrid working – mean workers no longer need to travel long distances daily. As a result, we are seeing a redistribution of the geography of work with teams able to spend a meaningful amount of time in their local communities alongside the city centre. Innovations in technology

strategy, delivered through partnerships with property owners and investors, enables companies

The rising demand for more localized working has led to a large number of our new IWG centres opening in

coverage to create a truly global network of buildings from the largest cities to smaller towns and the provinces. Our capital-light expansion

of all sizes to work productively in locations that are convenient to their people.

Increasingly, our solutions are helping companies move away from the expense and inflexibility of long-term leases, replacing them with flexible, cost-effective agreements for smaller fully

equipped spaces in one of our centres. At the same time, they retain the ability to access more than 5,000 locations worldwide.

IWG operates a portfolio of 15 workplace brands – the largest workspace platform in the world – including Regus, Spaces, and HQ. In 2025, IWG signed 1,132 new centres globally and opened 782 new workspaces.

will continue to advance in years to come and will radically underline and fuel the flexibility of location.

the heart of local communities, suburbs and rural areas, enabling many people around the world to say farewell to long daily commutes.

Smaller cities and towns right across the globe

including in Canada have seen a dramatic increase in signings including Moncton, NB, Bracebridge, ON and Mission BC.

Your inaugural Commuter Town Index named Burnaby, Hamilton, and Richmond as Canada’s best commuter towns for hybrid workers in 2026— what makes a great commuter town in this new world of work, and how do flexible workspaces factor into that equation?

IWG’s Inaugural Commuter Town Index looked at how well towns support modern hybrid workers. The index ranked popular commuter hubs across Canada against key criteria, including transport links, green spaces, walkability, amenities, housing costs, Wi-Fi speed, culture, commute time and access to flexible workspaces.

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Each town’s overall score represents its appeal to commuters and its suitability for hybrid working, capturing how effectively residents can balance work, commuting and lifestyle.

Modern Work Burnaby, British Columbia, is ranked as Canada's best commuter town due to its exceptional transport connectivity to the city center, its many lifestyle amenities, and access to flexible workspaces. The town is an example of a central location with multiline rapid transit access via the SkyTrain, a pedestrian-friendly core, strong digital infrastructure, and a thriving local economy – making it well-suited to hybrid workers seeking

balance without sacrificing career opportunities.

IWG currently has four flexible workspace locations in Burnaby and opened a new Regus just last year at 4185 Still Creek Drive.

Hamilton, Ontario, was the runner-up, scoring highly for housing affordability, access to green spaces, creative and social venues, and lifestyle amenities.

Even though it isn’t the closest commuter town in the GTA, its direct access to Toronto via the GO Train, a revitalized downtown core, a growing cultural hub, affordability, and ease of access to nature,

balances local living with access to Canada's major city centre. In Hamilton, IWG has a bustling and vibrant Regus location at 21 King Street West.

Across your brands—Regus, Spaces, HQ and Signature—you offer everything from design-led hubs with strong community programming to highly cost‑effective, professional spaces; how do you think about matching different workspace brands to the needs of corporates, SMEs, and solo professionals?

In much the same way that hotel groups like Marriott and IHG offer a brand for every market segment, we do the same with our workplace brands. By offering a range of brands in Canada, we’re able to meet the needs of corporates, SMEs and solo professionals alike.

There is a different brand for every type of customer. Spaces, for example, offers professional, collaborative workspaces in beautiful and creative environments. Our largest network of workspaces Regus supports any individual or business looking for a professional workspace environment that gives them the scale they need to succeed, and HQ appeals to businesses of all shapes and sizes by providing efficient, functional space, with all the essentials needed to set up and be ready to go at a lower price point.

Looking ahead, with roughly 5,000 locations worldwide and a customer base that includes the vast majority of Fortune 500 companies, what do you see as the next major shift in how and where work gets done—and what should Canadian small and medium‑sized businesses be thinking about now to stay ahead of that curve?

Artificial Intelligence is not just another wave of

innovation - it is part of the most profound shift in how we live and work in decades. The pace of change is extraordinary. Entire job functions are being reshaped in real time, while new ones are emerging just as quickly.

I’ve seen several technological revolutions over six decades in business. When computers first entered

the workplace, there were widespread fears of mass job losses. In reality, new roles were created, while others disappeared, productivity increased, businesses expanded, and entirely new industries emerged.

AI will follow a similar path - but at far greater speed and scale. This is not incremental change. It is a fundamental reset of how work is organised, delivered and measured. And as with every transformation before it, those who adapt fastest will be best placed to succeed.

In my many years in business, one principle has

remained constant: success requires brilliant talent too. Talent and technology are two of the largest investments organisations make, and they need to work in harmony.

The true value of technology is only realized through the people who apply, adapt and innovate with it.

Without the right talent, even the most advanced tools fall short of their potential.

This is why any serious AI strategy must begin with a people strategy: attracting, developing and retaining the right talent.

Disclaimer: The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine. Our platform is dedicated to fostering dialogue and sharing insights that inspire and empower small and medium-sized businesses across Canada.

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Image Courtesy: Amazon

Amazon’s Second Canadian Upfront Showcases a New Era of Connected Advertising and Entertainment

By Maheen Bari The worlds of entertainment, sports, technology, and advertising came together in Toronto for Amazon's second annual Upfront presentation, which revealed a bold vision for the future of media and brand interaction. From NBA champion Kyle Lowry reflecting on Toronto's historic basketball journey to Michael Bublé and Drew Scott announcing a new hockey-focused original series, the event showcased Amazon's efforts to create a unified ecosystem in which premium content, advanced advertising technology, and consumer insights collaborate to deliver meaningful experiences for audiences and measurable brand outcomes.

As streaming continues to change the way Canadians consume content, Amazon utilized the event to highlight why it is becoming one of the country's most significant media and advertising platforms.

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Business Innovation

The Rise of Amazon DSP as Canada’s Streaming Advertising Leader

Image Courtesy: Amazon

One of the evening’s most significant announcements centered on Amazon DSP, the company's demand-side advertising platform.

According to current industry data, Amazon DSP now has the highest unique connected television (CTV) reach among consumers aged 18 and older in Canada compared with competitor DSP platforms.

This achievement solidifies Amazon's rising presence in the fast-expanding streaming advertising market.

Advertisers may target relevant audiences with

The platform gives advertisers access to Amazon properties such as Prime Video, Twitch, Fire TV, and IMDb, as well as premium publishers like Netflix, Bell Media, CBC, Rogers, and Roku.

greater precision by employing encrypted and privacy-conscious data, while consumers benefit from more tailored and relevant advertising experiences. This method has already produced demonstrable effects. According to Amazon, streaming television advertisements in Canada

produced much higher ad recall, brand favorability, and purchase intent than the broader industry average.

What differentiates Amazon's advertising ecosystem is its ability to integrate customer signals generated by purchases, streaming, and digital engagement.

Image Courtesy: Amazon

New Interactive Ad Formats Bring Streaming Commerce to Life As customer expectations shift, brands seek out

more engaging and actionable advertising experiences. Amazon introduced several new advertising innovations designed to transform passive viewing into interactive consumer engagement. Among the most significant is Dynamic TV Creative, which combines artificial intelligence and Amazon’s huge consumer insights to personalize Prime Video commercials in real time.

Rather than showing the same message to every viewer, advertising can now adjust based on shopping habits, browsing behaviour, and purchase intent. The company has introduced LocationBased Interactive Video Ads, which allow brands to personalize messaging based on a viewer's geographic location. This enables advertisers to highlight local deals, regional pricing, or adjacent business locations while preserving the efficacy of a nationwide campaign.

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Image Courtesy: Amazon

Business Innovation

Another innovation, Next Up Ads, allows advertisers to engage viewers during

Among the global highlights were highly anticipated projects such as God of War, Voltron, starring Henry Cavill, and the first television

consistent storytelling experience throughout the viewing session. These

seasons. The Canadian Originals lineup sparked great enthusiasm.

key decision-making moments between episodes, resulting in a more

adaptation of Stephen King's Carrie. Popular franchises like Fallout and The Lord of the Rings: The Rings of Power will also have new

developments represent a growing trend of commerce-driven advertising, in which the path from awareness to action gets more streamlined.

Prime Video Expands Its Commitment to Canadian Storytelling While technology and advertising dominated the presentation, Amazon's focus remained on content. Prime Video launched an ambitious lineup of global productions and Canadian original programming that illustrates the platform’s growing engagement in local storytelling.

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Image Courtesy: Amazon

Business Innovation

Hometown Giants - Featuring Michael Bublé and Drew Scott, the series follows their journey as part owners of the Vancouver Giants junior hockey team, offering a behind-the-scenes look at Canadian hockey culture and community leadership.

Young Farts Trailer Parts - An unscripted series about two Alberta entrepreneurs who turned a trailer parts business into a multimillion-dollar success.

Twitch Continues to Redefine Community-Driven Marketing As younger audiences move toward creator-led channels, Twitch remains a valuable asset in Amazon's ecosystem. Twitch, with over 70% of its audience being adult Gen Z and Millennials, provides marketers with access to highly engaged communities built on trust, authenticity, and shared interests. Amazon announced numerous new solutions aimed at strengthening the relationship between companies and authors.

Image Courtesy: Amazon

New productions include:

Surrender - This survival tournament, hosted by Scott McGillivray, takes contestants into the harsh Canadian wilderness to test their resilience, adaptability, and teamwork.

Robert Pickton, the Pig Farm Killer - A truecrime documentary on one of Canada's most notorious criminal cases.

Operation Deception - A French-language

Shoppable Twitch Ads now let viewers browse

true crime series covering a controversial covert operation in Quebec.

products and make purchases without leaving the video.

Twitch Champions provides exclusive sponsorship possibilities for major gaming tournaments and live events.

Image Courtesy: Amazon

Together, these films demonstrate Amazon's dedication to promoting Canadian voices while appealing to a worldwide audience.

Meanwhile, Creator Cast is launching a unique sports viewing experience in which creators deliver live commentary on professional sporting events, combining the enjoyment of sports with community involvement.

Nemo, a Canadian chess champion and content creator, showcased Twitch's unique engagement model through live audience interaction, highlighting the platform's ability to foster meaningful relationships among artists, viewers, and marketers.

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Business Innovation

Image Courtesy: Amazon

Sports Becomes a Major Growth Driver for Prime Video Live sports emerged as another crucial pillar of Amazon’s Canadian development strategy.

The headline announcement was the arrival of NBA coverage on Prime Video Canada beginning this October. With

Canadian basketball at an all-time high and Ontario-born MVP Shai GilgeousAlexander driving the league's international profile, Amazon is positioning itself to benefit from the country's burgeoning interest in professional basketball.

Prime Video also expanded its long-term partnership with the WNBA, securing exclusive postseason coverage and supporting the growing momentum surrounding the Toronto Tempo, Canada’s first WNBA franchise.

The firm highlighted how AWS-powered

artificial intelligence is enhancing the viewing experience through real-time statistics, sophisticated analytics, shotdifficulty measures, and personalized game insights. During premium live viewing experiences, these highly engaged sports audiences offer advertisers a great opportunity to engage with customers.

Simplifying Media Investment Through AI Amazon launched Complete TV, a new feature within Amazon DSP, to handle the increasing complexity of media planning.

Using AI to maximize reach, frequency, and budget allocation across publishers, the service helps advertisers manage their investments in streaming and traditional television from a single platform.

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Tools like Complete TV seek to improve efficiency and

performance while streamlining campaign management as media consumption grows more dispersed.

A Connected Future for Canadian Brands There was more to Amazon's second Canadian Upfront than just a display of new products and entertainment. It provided a window into a future in which technology, data, entertainment, and commerce function as a single, interconnected ecosystem.

The ramifications are substantial for Canadian companies and marketers. New options to engage customers with greater

relevance and measurable impact are emerging from the ability to reach audiences through premium content, live sports, creator communities, and tailored advertising experiences.

Amazon is pitching itself not just as a media platform but as a full-fledged growth engine for companies looking to engage with Canadian customers in more meaningful ways as streaming adoption accelerates and digital advertising continues to evolve.

For businesses looking to navigate the future of advertising, Amazon’s message was clear: one platform, one ecosystem, and endless possibilities.

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.

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How LGBTQ+ Entrepreneurs in Canada Are Entering Global Markets

By Kripa Anand For years, many LGBTQ+ entrepreneurs in Canada developed successful firms close to home but lacked the networks, funding, and confidence required to expand worldwide. That image is evolving rapidly. Queer-owned businesses in Canada are gaining access to global value chains from Paris to São Paulo through dedicated trade missions, export-readiness initiatives, and more inclusive banking and insurance support. This new wave of global expansion is about more than just profits; it's about visibility and representation.

When Canadian 2SLGBTQI+ businesses win contracts in France, Japan, Taiwan, or Latin America, they export inclusive principles alongside goods and services, demonstrating that diversity and competitiveness go hand in hand.

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International Growth Trade Missions Designed for Queer-Owned Businesses

The 2SLGBTQI+ Entrepreneurship Program: Building Export Capacity

The Canadian Queer Chamber of

With a $25 million federal investment, Canada's first 2SLGBTQI+

Commerce (CQCC), originally known as the CGLCC, is at the forefront of this shift. CQCC's Global Initiatives connects Canadian 2SLGBTQI+ businesses to a global network of LGBT+ chambers, governments, and corporate partners.

A major component is a dedicated trade mission series that provides structured opportunities for queerowned firms to explore new markets and meet foreign buyers.

In 2026, CQCC planned a series of trade missions to France, Japan, Taiwan, Colombia, Brazil, and Toronto,

with applications beginning in early spring. These missions are designed for 2SLGBTQI+ and other diverse-owned enterprises, including those with minority LGBTQ+ ownership. They

Entrepreneurship Program aims to eliminate structural hurdles for gay founders. CQCC's Business Scale-Up program, delivered nationally, aims to support LGBTQ+ firms in expanding and competing globally.

Core components include: a National Mentorship Program, which connects entrepreneurs with experienced executives who can advise on scaling and internationalization Access to corporate procurement, which assists certified LGBTQ+ suppliers in winning contracts with large corporations export-readiness resources, such as workshops, market research, and networking opportunities.

Together, these services produce a pipeline of businesses that are structurally and intellectually ready to go global.

include market briefings, B2B matchmaking, and networking events.

Importantly, the initiative includes a pilot loan component

supportive, identity-affirming atmosphere.

assists queer-owned businesses in investing in export needs such as product modification, foreign marketing, and travel. For many

The purpose is to assist entrepreneurs in confirming demand, forming relationships, and closing sales in a

designed to address financial gaps for 2SLGBTQI+ entrepreneurs who struggle to obtain credit from traditional lenders. By combining coaching, procurement, and funding, the initiative

participants, this complete package is what transforms an intriguing concept into a viable international expansion strategy.

Trade missions are part of an ongoing campaign to prepare for exports. The government's 2SLGBTQI+ Entrepreneurship Program supports CQCC's global operations by providing mentorship, access to corporate procurement, and resources to help queer firms become export-ready.

That is, participants are trained and instructed on how to pitch, negotiate, and follow up in an international setting before boarding an aircraft.

33 - CanadianSME - June 2026

Banking Partners: FX, Cross-Border Payments, and Trade Finance As queer-owned businesses develop internationally, banking and insurance partners play an important facilitating role. Specialized services are necessary to manage numerous currencies, mitigate non-payment risk, and ensure smooth cross-border cash flow during international expansion. Banks and fintechs serving Canadian SMEs are increasingly offering multi-currency business accounts, affordable foreign exchange (FX) tools, and integrated international payment platforms, making it easier to do business with foreign clients and suppliers. For an LGBTQ+ entrepreneur selling in markets such as France or Japan, the ability to invoice in local currency and lock in exchange rates might mean the difference between healthy margins and unexpected losses.

International Growth Export Development Canada (EDC) and the Trade Commissioner Service provide trade credit insurance and guarantees to safeguard against buyer non-payment and to facilitate additional bank funding. Exporters from diverse backgrounds, including LGBTQ+ owners, can benefit from inclusive trade policies, which provide targeted advisory support, introductions to international partners, and mechanisms to ensure that trade advantages are shared more broadly. When these services are combined with CQCC's goals and coaching, queer

entrepreneurs gain confidence and a risk-mitigation framework that allows them to scale safely.

Inclusive Trade Policy and the Global Context Canada's push to help LGBTQ+ businesses expand globally is part of a larger inclusive trade agenda.

Canada collaborates with partners in Latin America and Asia-Pacific to promote gender equality, Indigenous rights, and LGBTQ+ inclusion in trade policies through initiatives like the Inclusive Trade Action Group (ITAG) and progressive trade chapters

The Road Ahead: From Niche to Normal Despite advances, most LGBTQ+ firms in Canada do not operate on a worldwide scale. Research indicates that 2SLGBTQ+ founders continue to confront financial gaps, limited networks, and underrepresentation in mainstream export initiatives.

Recent developments, such as trade missions, mentorship, supplier diversity, inclusive trade policies, and financial risk-sharing, provide a stronger platform for LGBT businesses compared to previous years.

The message is positive for CanadianSME readers who identify as 2SLGBTQI+ and are thinking of expanding internationally.

Canadian queer-owned businesses can expand beyond borders on their own terms by partnering with groups such as CQCC, accessing federal programs, and collaborating with banks and EDC to handle FX and credit

in agreements like the CPTPP.

risk. As more of these companies flourish

For 2SLGBTQI+ entrepreneurs, this is more than just

abroad, they will not only increase income and

a symbolic acknowledgment.

employment at home but also influence global

Trade commissioners in over 160 locations worldwide

perceptions of Canadian entrepreneurship.

assist exporters from inclusive trade groups by guiding them through local regulations, cultural considerations, and market-entry strategies.

When combined with CQCC's ties with worldwide LGBT+ chambers, this offers openings to markets that may have previously appeared inaccessible or dangerous for gay business leaders.

Latin America, for example, is a region where Canada is aggressively promoting inclusive commerce, and CQCC missions and ITAG conversations can help identify corporate and governmental partners who value diversity.

By carefully selecting jurisdictions and local partners, Canadian initiatives seek to strike a balance between new commercial prospects and LGBTQ+ participants’ safety and dignity.

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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.

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Community Capital Is Redefining Early Stage Funding in Canada

By Kripa Anand The early-stage funding mechanism in Canada is evolving. Conventional venture capital is shifting its focus to later-stage startups and making fewer, bigger transactions. A different force is gaining momentum at the same time.

Community capital is taking over as a core element in the fundraising process for early-stage companies, not as an alternative. This change is clearly demonstrated in FrontFundr's 2025 Community Capital Report. Not only does growth occur, but there is also a structural shift in how capital is created and who finances it.

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A Surge in Participation, Not Just Capital Strong growth is shown by the headline figures. The platform raised 83.2 million dollars in 2025, a 23 percent increase from the previous year. The increase in involvement is more telling. Investments increased by 91% to 8,064. This is a symptom of something more profound than an influx of riches. A growing number of people are entering private markets. Over $ 360 million has been raised since the model's debut, demonstrating ongoing faith in it. A tiny group of people are no longer in charge of early-stage funding.

The system is evolving into a dispersed one.

Venture Capital

High Participation Rounds Are Becoming the Norm Additionally, the structure of investment rounds is evolving. A few big cheques no longer define a campaign. Rather, hundreds or even thousands of

investors are driving them. More than 2,600 investors contributed $6.8 million to Edison Motors. In a matter of hours, Blossom Social raised 1.93 million dollars from over 1,000 investors. Over 2,500 people participated in Gander Social, which generated over $2 million. These are not

outliers. They stand for a new paradigm in which community involvement is used to

aggregate capital. These days, accessibility, brand alignment, and trust are just as crucial as financial measurements.

Regulation Is Accelerating the Shift The expansion of regulated

equity crowdfunding under National Instrument 45-110 has played a significant role in this increase. According to the report, FrontFundr has a 93 percent share under this framework, having raised $4.79 million and increased investor involvement by 187 percent. This regulatory system has lowered barriers while maintaining oversight. Companies can obtain cash more efficiently, and investors can engage with more confidence. The end result is a scalable and compliant system that may be widely used in the market.

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Filling the Early Stage Funding Gap While community capital grows, traditional venture capital shifts in a different direction. The study shows a clear trend of fewer deals and larger rounds. Capital is increasingly concentrated in startups that have already demonstrated traction. This creates a gap in the early phases.

Founders frequently struggle to acquire initial finance before meeting institutional requirements. Community capital is filling that void.

It enables enterprises to raise funds early, validate demand, and gain momentum. Rather than waiting for venture capital, founders can leverage their networks and build from the ground up. This is not a competition for venture capital. It is a supplementary layer that enhances the overall funding ecosystem.

Why This Shift Matters For entrepreneurs, the repercussions are immediate. Fundraising is no

longer confined to approaching a small number of investors. It is now necessary to establish a community that believes in the business and is willing to support it financially. Investors' access is expanding.

Institutions and wealthy individuals are no longer the only ones who can participate in private marketplaces. A bigger audience can now participate in early-stage initiatives. This benefits Canada's innovation economy by making it more inclusive and resilient. More entrepreneurs can obtain funding, and more people can participate in economic growth.

A New Foundation for Capital Formation The data makes one thing apparent. Community capital is not a side channel. It is becoming an important part of early-stage fundraising in Canada. As venture capital concentrates at the top, community-driven investment strengthens the foundation. Together, they are changing the way firms are funded, who has access, and how development begins.

The future of capital formation in Canada is decentralized. It's shared.

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.

Deloitte Canada and Stablecorp Partner to Bring Stablecoin Innovation to Canadian Financial Institutions As Canada's digital asset regulations become more formalized, a major

collaboration between Deloitte Canada and Stablecorp is preparing the country's financial sector for a new era of blockchain-powered payments and

infrastructure. The two businesses recently formed a strategic alliance to provide stablecoin infrastructure to Canadian

Image Courtesy: Canva

By Kripa Anand

financial institutions via QCAD, Stablecorp's Canadian-dollar-backed stablecoin. The project comes at a critical juncture as officials continue to advance Canada's

planned stablecoin framework through Bill C-15, legislation that is expected to determine the future of digital finance in the country.

This development could significantly affect how Canadian small- and medium-sized firms handle payments, cross-border transactions, treasury operations, and financial settlements in the coming years.

A New Chapter in Canada’s Digital Finance Evolution Stablecoins are digital currencies that are tethered to fiat currencies, such as the Canadian dollar, to maintain a stable value. Unlike extremely volatile cryptocurrencies, stablecoins aim to provide the speed and efficiency of blockchain technology while minimizing price swings. QCAD is one of the first Canadian-compatible stablecoins, designed expressly for the country's changing regulatory climate. According to Deloitte Canada, the collaboration aims to help financial institutions modernize legacy payment systems while increasing efficiency, transparency, and accessibility.

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Fintech Trends

“Stablecoins present a significant opportunity for Canada’s payments landscape,” said Soumak Chatterjee, Partner, Financial Services and Payments Leader at Deloitte Canada.

Faster transaction speeds - Traditional payment processing can cause delays of several hours to multiple business days, particularly for overseas transactions.

“This collaboration helps us enable capabilities that are critical for our banking sector to lead this change, unlock greater innovation in Canadian payments, and ensure global competitiveness.”

Stablecoin payments using blockchain technology can take place almost instantly.

The collaboration brings together Deloitte Canada's expertise in financial services transformation with Stablecorp's blockchain technology to develop practical solutions for banks and financial institutions functioning in an increasingly digital economy.

Why Stablecoins Matter for Canadian Businesses Many Canadian SMEs still experience delays, hefty

transaction fees, and constraints stemming from outdated banking methods. Stablecoin infrastructure has the potential to alleviate several of these issues by providing faster settlement, cheaper transaction costs, and round-the-clock payment capabilities. This is especially relevant as organizations increasingly operate internationally and engage in global digital commerce.

The Deloitte and Stablecorp cooperation aims to integrate stablecoin capabilities directly into existing banking systems rather than developing completely new financial ecosystems. This approach may help to accelerate adoption while preserving the trust and regulatory monitoring that Canadian businesses expect from financial institutions.

Modernizing Canada’s Financial Infrastructure One of the alliance's primary goals is to upgrade financial infrastructure while preserving traditional banking operations. Blockchain technology provides various benefits that traditional systems frequently fail to give efficiently, including: 38 - CanadianSME - June 2026

Improved transparency and traceability: Every blockchain transaction generates a permanent, verifiable record, increasing visibility and reducing operational complexity.

Greater operational efficiency Automated settlement solutions can reduce human processing requirements and operational expenses for both financial institutions and enterprises.

24/7 Financial Accessibility - Unlike traditional banking systems, which are constrained by business hours, blockchain networks operate 24/7, enabling transactions and settlements at any time.

These efficiencies could result in greater

cash-flow flexibility and financial agility for SMEs that manage suppliers, serve foreign clients, or operate remotely.

Key Focus Areas of the Partnership Deloitte Canada and Stablecorp's collaboration will begin by focusing on numerous high-impact use cases where stablecoin technology can improve existing financial processes.

Cross-border Payments - International transfers remain among the most expensive and time-consuming financial processes for organizations. Using QCAD for cross-border payments can shorten settlement times and reduce transaction and intermediary banking costs. This may allow Canadian SMEs to expand overseas with fewer financial hurdles.

Fintech Trends Inter-Bank Settlement - Current interbank clearing arrangements often require multiple intermediaries and prolonged settlement periods. Stablecoin infrastructure might simplify and speed up the transportation of funds between financial institutions, enhancing overall efficiency in Canada's banking environment.

Liquidity and Capital Efficiency - The ability to instantly move collateral globally enables more flexible liquidity management. This could be especially useful for organizations and firms operating in fastmoving financial markets where access to capital and speed are critical.

Treasury and B2B Payment Solutions - The alliance also intends to investigate next-generation treasury management tools, such as blockchain-based B2B payments, trade finance solutions, and working capital optimization. As digital commerce grows, organizations demand better financial systems that can support worldwide operations in real time.

Building Trust Around Digital Assets While digital asset adoption has increased globally, trust and legal certainty remain key for widespread acceptance in Canada. Kesem Frank, CEO of Stablecorp, underlined the need for trust in digital

Canada’s Opportunity to Lead in Financial Innovation Countries around the world are stepping up efforts to upgrade financial infrastructure with blockchain technology, stablecoins, and central bank digital currency programs. Canada currently has a significant chance to expand its position in the global digital economy. The collaboration between Deloitte Canada and Stablecorp highlights how Canadian firms are actively preparing for the future of regulated digital finance.

It also demonstrates growing confidence in blockchain's practical utility within traditional financial institutions.

For Canadian SMEs, this transition may eventually result in faster payments, greater international

business capabilities, lower prices, and wider access to digital financial technologies formerly reserved for large corporations.

Collaborations like this might help design a more efficient, inclusive, and globally competitive Canadian financial environment as stablecoin adoption gains traction.

financial innovation.

“We believe the benefits of the Canadian digital dollar should be accessible to everyone,” said Frank.

“Unlocking the benefits of blockchain, such as instant settlement and low-cost transactions, for everyday Canadians requires more than just technology. It requires trust.”

By collaborating with Deloitte Canada, Stablecorp hopes to provide stablecoin capabilities through financial institutions that Canadians already use and trust, rather than pitching blockchain as a replacement for traditional banking. This methodical approach may help boost confidence in both organizations and customers as digital banking solutions evolve.

39 - CanadianSME - June 2026

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.

Image Courtesy: Canva

Inclusive Finance for LGBTQ+ Entrepreneurs

By Sk Uddin For LGBTQ+ entrepreneurs in Canada, access to capital and financial guidance has always been shaped by more than just commercial considerations. Bias in finance, a lack of personalized support, and limited networks have often made it difficult for queer-owned businesses to secure financing and expand. In recent years, however, Canadian banks, credit unions, and other ecosystem partners have begun to develop more inclusive banking models that acknowledge the 2SLGBTQI+ business community's economic power—as well as its specific challenges.

In June, this new technique expanded beyond rainbow logos.

It comprises dedicated relationship managers, specialist loan and mentorship programs, inclusive procurement strategies, and export-focused trade missions to showcase Canada's queer-owned firms globally. For CanadianSME readers, these changes indicate significant opportunities—and real resources—for LGBTQ+ entrepreneurs across the country.

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Dedicated Banking Support for 2SLGBTQ+ Entrepreneurs Some major Canadian banks have created LGBTQ+-focused banking help initiatives. TD, for example, portrays itself as a long-time supporter of 2SLGBTQ+ communities, with regional managers dedicated to 2SLGBTQ+ businesses. These managers assist business owners in connecting with specialists in areas such as cash management, credit, and merchant services, while also knowing the lived experiences and barriers experienced by LGBT entrepreneurs.

Economic Inclusion Aside from TD, other banks and credit unions have expanded internal employee resource groups and strengthened external relationships with LGBTQ+ business organizations to enhance frontline knowledge and eliminate bias in client interactions.

Working with advisors who understand pronouns, chosen names, and various family and ownership arrangements can significantly affect how comfortable queer-owned SMEs feel when expressing their aims and concerns.

These investments also impact mental health and well-being. Many 2SLGBTQI+ entrepreneurship programs now include mental health assistance and peer networks to prevent isolation and burnout, understanding that minority founders may encounter additional challenges in both their businesses and personal lives. Healthier entrepreneurs tend to run healthier businesses, benefiting both lenders and investors.

At the same time, banks are increasingly

Trade Missions and Global Growth for Queer-Owned Businesses

2SLGBTQI+ entrepreneurs generate an estimated tens of billions of dollars in revenue for the Canadian economy each year. Yet, they continue

One of the most obvious examples of inclusive economic development is the introduction of trade

recognizing that inclusion is a financial decision, not just a social one. According to research,

to receive only a small share of venture capital and frequently encounter structural impediments in mainstream finance. Institutions that can better serve this market are likely to gain loyal, growthoriented customers.

missions designed exclusively for Canada's queerowned businesses. The Canadian Queer Chamber of Commerce has launched a series of domestic and international trade missions to help LGBTQ+ SMEs

connect with new customers and investors worldwide.

In 2026, CQCC planned trade missions to France,

Government Investment and the 2SLGBTQI+ Entrepreneurship Program The establishment of Canada's first 2SLGBTQI+

Entrepreneurship Programme marked a watershed moment in inclusive banking and finance. The federal government has allocated $25 million to this project, which aims to overcome systemic hurdles and create a more inclusive economy for gay entrepreneurs. The initiative was co-created with 2SLGBTQI+ organizations and is managed by the Canadian Queer Chamber of Commerce (CQCC), a vital national hub for queer-owned enterprises.

Japan, Taiwan, Colombia, Brazil, and domestic hotspots such as Toronto, providing participants with a structured opportunity to meet customers, partners,

and politicians. These missions are intended not simply

to generate business, but also to increase the profile of Canadian gay entrepreneurship on the international stage. For participating enterprises, having banking partners that understand cross-border payments, trade finance, and currency risk is essential.

Image Courtesy: Canva

CQCC's Business Scale-Up stream and related projects are growing their capacity to provide mentorship, training, and ecosystem-building to 2SLGBTQI+ entrepreneurs across Canada. Activities include a national mentorship program, efforts to promote access to corporate procurement opportunities, and assistance in preparing queerowned firms for export. For financial institutions, this results in a more robust pipeline of bankable, growth-oriented LGBTQ+ clients who are better equipped to navigate lending processes and manage their finances effectively.

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Economic Inclusion Financial institutions, including banks and insurers, are collaborating with groups such as CQCC to provide pre-departure training, export financing, and on-the-ground support for trade mission participants. This triangle of government, queer chambers, and financial partners ensures that LGBTQ+ entrepreneurs are not only invited to international possibilities but also fully prepared to capitalize on them.

From Pride Campaigns to Structural Inclusion

How WEKH and Futurpreneur Support Founders

The next phase of inclusive banking will most likely focus on incorporating 2SLGBTQI+ issues into fundamental risk models, product design, and supplier diversity

Despite progress, the path to fully inclusive banking for LGBTQ+ enterprises in Canada remains under construction. Statistics show that LGBT founders earn a disproportionately small percentage of venture financing, and many continue to cite difficulties in being taken seriously by lenders and investors. In this situation, basic Pride marketing is no longer sufficient.

Inclusive banking does not occur in a vacuum; it depends on a broader ecosystem of

frameworks, rather than considering them as add-ons.

initiatives for 2SLGBTQ+ founders, frequently in collaboration with banks and development

gender markers and family structures), and forming longterm relationships with groups such as CQCC, Futurpreneur, and WEKH.

entrepreneurial support. Several Canadian organizations have launched dedicated

institutions. Futurpreneur, for example, has a 2SLGBTQQIA+ Entrepreneurs stream in its main startup program, offering flexible, equity-free

startup loans of up to $75,000, often in collaboration with BDC, as well as up to 2 years of coaching. This concept enables young gay entrepreneurs to access funding and

mentorship early in their careers, making them more "bankable" to traditional lenders later on.

The Women Entrepreneurship Knowledge Hub (WEKH) and organizations such as the Women's Enterprise Organizations of Canada (WEOC) have also documented and promoted support for 2SLGBTQ+ entrepreneurs, highlighting resources to help them connect with peers, scale their businesses, and navigate inclusive procurement and financing.

Curated resource lists direct queer company owners to programs such as CQCC's youth entrepreneur initiatives, specialist venture capital and angel funds that support LGBTQ+ founders, and toolkits for inclusive growth.

Collaboration with these ecosystem partners improves financial institutions' visibility into the needs and opportunities of LGBTQ+ entrepreneurs, while providing entrepreneurs with a clearer path from early-stage support to mainstream banking.

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This includes tracking outcomes for queer customers, training staff across all channels, using inclusive language and documentation (for example, around

For CanadianSME readers who identify as LGBTQ+, the most important conclusion is that you do not have to negotiate the financial system alone. There is an

emerging network of lenders, mentors, chambers, and

government initiatives tailored to your specific experiences. The more these resources are used—and the more feedback entrepreneurs provide—the more robust and inclusive Canada's financial environment will be.

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.

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How Canadian Small Businesses Can Find the Right Financial Partner in 2026

By Kripa Anand For Canadian businesspeople, selecting a bank or lending partner used to mean deciding between one of the Big Five and a local credit union. In 2026, startups will face more competition from major banks, digital-first challengers, alternative lenders, and government-backed schemes. The benefits include more options and better tools; the drawback is decision fatigue.

To cut through the noise, Canadian small business owners need a practical playbook that focuses on what matters: costs, digital experience, access to guidance, how lenders handle smaller and diverse enterprises, and support for export or cross-border growth as the company scales.

43 - CanadianSME - June 2026

SME Finance

Step 1: Get Clear on Your Banking “Job to Be Done”

Step 2: Compare Core Features —Fees, Digital Tools, and Credit

Before evaluating institutions, founders should determine what they need their primary bank or lender to do in the following 2-3 years. Guides to the finest Canadian business accounts underline that needs vary greatly. A sole consultant may prefer low fees and a great mobile app, while a manufacturing or retail business with staff may prioritize payment tools, credit limits, and in-person service.

Canada-focused ratings of business bank accounts regularly stress three pillars: charge structure, digital experience, and credit.

The key questions include: What is your monthly transaction volume, including e-transfers, wires, and cash deposits?

Do you require integrated payroll, invoicing, or accounting connectivity (e.g., QuickBooks or Xero)?

Do you intend to seek funding (loans, lines of credit, or equipment leases) in the next 12-24 months?

Fee Structure Consider monthly account fees, transaction limitations, e-Transfer charges, and additional costs for cash deposits or wire transfers.

Some digital-first providers offer fee-free business accounts with unlimited electronic transactions, making them suitable for lean, online-heavy organizations.

Large banks may reduce costs if you keep a minimum balance or combine numerous services (for example, merchant accounts and credit cards).

Will you sell outside of Canada or trade in foreign currencies?

Having detailed responses allows you to compare banks based on aspects relevant to your individual business profile rather than being persuaded by generic marketing.

Digital Tools and Integrations Newer suppliers prioritize intuitive interfaces, real-time notifications, and seamless integration with accounting and e-commerce platforms.

Open banking and consumer-driven data efforts in Canada will enable SMEs to securely communicate verified financial data with banks, fintechs, and software solutions, resulting in smoother reconciliation and faster credit applications.

Founders with limited time can save significant administrative time by managing transfers, invoicing, and approvals from their phones.

Image Courtesy: Canva

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SME Finance

Credit Options and Flexibility Founders should compare each institution's offerings for term loans, lines of credit, business credit cards, leasing, and government-backed programs.

The Canada Small Business Financing Program (CSBFP), for example, enables qualified enterprises to borrow up to $1.15 million. At the same time, the government guarantees up to 85% of the lender's eligible losses, making lenders more eager to finance smaller or newer businesses.

Because the government does not decide who is approved, your relationship with the bank (credit history, business plan quality, cash-flow forecasts) is still vital.

Step 4: Evaluate ESG and Inclusion—Especially for Diverse Founders For Indigenous, LGBTQ+, newbie, and women-owned businesses, finding the "right" bank is more than just pricing; it's also about understanding and empowering different entrepreneurs.

According to Canadian studies, Indigenous and LGBTQ2+ founders confront unique challenges while pursuing significant development and export goals.

When comparing banks and lenders, various enterprises should consider:

Step 3: Use Programs Like CSBFP Strategically

Dedicated programs and teams:

Government-backed programs can make the difference between "no" and "yes" for small organizations, particularly

Indigenous practices (e.g., specialist

to assist small businesses in starting, expanding, and modernizing by sharing risk between Ottawa and lenders.

collaborate with Indigenous financial institutions and community-owned businesses.

Important CSBFP insights for founders:

2SLGBTQI+ entrepreneurship

startups and asset-heavy businesses such as restaurants, hotels, and retail businesses. The CSBFP is a key tool designed

It is a loan program, not a grant, and the funds are provided by participating banks and credit unions rather than the government.

Most big banks (TD, RBC, BMO, Scotiabank, CIBC) and many credit unions engage, but their appetites and internal processes differ.

departments within RBC, BDC, or First Nations Bank of Canada) that

initiatives include banks collaborating with CQCC or the federal 2SLGBTQI+ Entrepreneurship Program to provide mentorship, procurement, or export assistance.

Credit unions may be more accommodating in borderline circumstances, so if your first application is denied, contact multiple participating lenders.

Choosing a relationship-oriented partner is crucial: a lender who understands the program and your sector can help you modify your application rather than simply reject it.

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Image Courtesy: Canva

Typical criteria include excellent personal credit, realistic cash-flow estimates, unambiguous usage of funds, and an equity commitment (10-30%).

SME Finance Supplier Diversity and Procurement: Check whether the institution meets its supplier diversity obligations and works with recognized Indigenous or LGBTQ+ vendors. This indicates that they perceive diverse firms as strategic partners, rather than merely benefactors.

Inclusive Culture and Governance: ESG reports or community updates from financial institutions should include public reporting on DEI measures, Indigenous reconciliation roadmaps, and LGBTQ+ leadership programs.

Banks that invest in inclusive leadership and biasawareness training are more likely to create fair underwriting and advisory processes.

These ESG and inclusion standards can serve as a

shortcut: if a bank is committed to reconciliation and 2SLGBTQI+ inclusion internally, it is more likely to provide intelligent products and guidance externally.

Credit Roadmap Do they provide a progression of products, from beginner credit cards and minor lines to larger loans and CSBFP facilities as you mature?

Are they willing to study your strategy and offer suggestions before making a formal credit decision?

ESG and Inclusion Alignment Do they have visible pledges and programs for Indigenous and LGBTQ+ entrepreneurs, or is inclusion just a marketing term?

Export and trade support Can they offer foreign exchange services, multicurrency accounts, or connect you with trade partners and programs (e.g., EDC, Trade Commissioner Service, inclusive trade missions) for overseas sales?

Step 5: Use a Simple Decision Checklis

Looking At The New Era of Strategic Banking

To put this into practice, founders can run potential partners through a fast decision process.

In a competitive and fast-changing financial

Cost and Value

world, Canadian SMEs that view banking and finance as strategic choices—based on clear needs, thorough comparisons, and partners who truly understand different entrepreneurs—will thrive in 2026.

Are fees transparent and proportionate to your transaction volume?

Is the account or funding arrangement scalable as you grow?

Digital Fit Is the bank's app/web platform compatible with your accounting, payroll, and e-commerce tools?

Is support offered through chat, phone, or inbranch?

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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.

From Complexity to Clarity:

Smarter IT for Small Business Sarah Warsi,

Marketing Manager, Sentia In an exclusive interview with The CanadianSME Small Business Magazine, Sarah Warsi, Marketing Manager, Sentia shares a grounded, practical view of how small and mid-sized businesses can cut through the noise of modern IT. Drawing on extensive experience across strategy, digital transformation, and data-driven marketing, Sarah breaks down what is actually changing for SMBs and where leaders should focus their attention today. .

Interview By Maheen Bari

Image Courtesy: Sarah Warsi

Sarah is a marketing and communications professional with over 16 years of experience leading strategic, data‑driven initiatives that strengthen brands and deliver measurable results.

With expertise spanning strategic planning, digital and social media marketing, market research and trend analysis, and vendor and customer relationship management, Sarah brings a holistic and insight‑driven approach to every project.

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IT Strategy Over the past 18–24 months, more than 90% of Sentia’s new onboardings have been SMBs—what are you hearing most from Canadian small and mid‑sized businesses about their top IT priorities right now, and how has that shifted recently?

We are hearing from clients about a number of IT priorities, including i) Automation & AI ii) Security (Both network as well as cyber-security) iii) IT support

iv) Microsoft in the context of how to enhance their return on investment in Microsoft technology including licensing and Azure.

Sentia assesses, designs, implements, and manages everything from infrastructure and cybersecurity to cloud and managed services—how do you support SMBs differently today compared to large enterprises, and what can smaller companies learn from how you run your own IT as a growing business?

I would say within the small to medium business segment we tend to end up supporting all or most aspects of IT for our SMB

clientele. From providing IT support day to day all the way to protecting end points, networks and providing backup and data protection solutions. Within the large enterprise segment, we are more often supporting or augmenting existing IT teams in a

specific IT area based upon unique customer requirements. What is interesting is the same technologies we are supporting in our LE clients are available these days for SMB’s. SMB’s can afford the

For an owner who knows their environment is “good enough for now” but hasn’t revisited IT in years, what practical first steps would you recommend they take this year to modernize—without fixating on price— and start treating technology as a strategic asset rather than a necessary cost?

One recommendation would be to have an IT roadmap assessment performed that would assess the existing IT

posture, security posture, data protection, and overall productivity posture and offer a roadmap for future IT modernization. For SMB’s invested in the Microsoft 365 universe, having

someone audit the current configuration and setup of the existing M365 tenant is an affordable service that can add

value and ensure owners are getting the best return on their investment in Microsoft. For owners who have never had a pen test performed, they are affordable and deliver value. A final suggestion would be to have a consultative, exploratory business

discussion with a modern IT service provider to learn more about how other SMB’s are leveraging IT in their business.

same modern IT solutions as large enterprise. What SMB’s often lack is a partner with broad skills across all of these technologies – this is the value Sentia provides to our clients.

With skills shortages, rising cyber threats, and aging on‑prem systems, many SMBs feel overwhelmed—what trends in IT should Canadian SMB owners pay closest attention to in the next few years if they want to stay secure and competitive without overbuilding?

Increases in the frequency and severity of cyber attacks and overall IT security, I would suggest, are trends owners should pay close attention to. Security posture assessments, including penetration testing and/or vulnerability scanning, are affordable and a must-do. Another trend that is rapidly growing is around Automation and AI. There is great interest in how AI can help organizations; however, it is important to proceed with caution, with security and data privacy and governance top of mind.

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Disclaimer:The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine.

Our platform is dedicated to fostering dialogue and sharing insights that inspire and empower small and medium-sized businesses across Canada.

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Financial Leaders Share Insights on Serving Canada’s Diverse Entrepreneurs

By Maheen Bari When CanadianSME asked executives in banking, fintech, and insurance how they are altering the way they serve Indigenous and LGBTQ+ entrepreneurs, one topic emerged repeatedly: inclusion cannot be confined to the marketing or CSR silos. It has to be present in underwriting models, product design, frontline training, and supplier selection.

For diverse small business owners, the difference between a photo-op and a true partnership frequently comes down to how internal mechanisms work. We've compiled insights from executives and advisers who are changing financial services for Indigenous and LGBTQ+ SMEs, based on current Canadian practice and research.

49 - CanadianSME - June 2026

“Inclusive underwriting has to move from the margins into the core.”

Leaders at Canada's main banks understand that traditional underwriting frequently disadvantages minority entrepreneurs, particularly those without inherited wealth or conventional collateral. Indigenous founders may rely on communal assets or revenue streams that do not fit neatly into mainstream models, whereas LGBTQ+ entrepreneurs may encounter gaps in personal credit histories or career paths.

Diverse Entrepreneurs Several institutions have begun to rethink these paradigms.

Canadian groups, such as Pride at Work Canada and the Business Development Bank of Canada, recommend a multi-layered

A Canadian bank executive cites specific Indigenous processes, such as RBC's Indigenous Advisory & Finance practice and BDC's collaborations with Indigenous Financial Institutions, as examples of how risk assessment is evolving.

strategy as a best practice. This includes:

These teams collaborate with community-controlled lenders and programs, such as the Aboriginal Entrepreneurship Program and the Indigenous Growth Fund, combining non-repayable contributions and development loans with bank financing.

Training frontline staff and underwriters on the commercial reality of Indigenous and LGBTQ+ SMEs, rather than just abstract concepts.

Implementing inclusive language and pronoun practices in client onboarding and documentation.

Connecting manager performance

When we consider cash flow in the context of long-term community agreements and government-backed loan guarantees, the risk profile shifts," the CEO further argues.

Leaders in the LGBTQ+ community emphasize the need of viewing gay and trans entrepreneurs as a significant sector of Canada's SME economy, rather than a niche.

Data from national studies demonstrate that 2SLGBTQI+

entrepreneurs generate billions of dollars in revenue while facing impediments to funding and networks.

One counsellor in Canada's 2SLGBTQI+ Entrepreneurship Program explains that inclusive underwriting recognizes

non-traditional ownership arrangements, chosen families, and various career pathways as viable and not necessarily riskier.

“Bias training is necessary—but not sufficient.”

Most major financial companies now provide some form of diversity, equity, and inclusion (DEI) and bias training for employees. Leaders featured for this story emphasize that one-time workshops rarely improve customer results.

"You can't educate your way out of structural impediments; you must also modify incentives and processes," says a senior human resources leader at a national insurer.

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assessments to measurable inclusion objectives, such as diverse client satisfaction scores or supplier diversity goals.

Executives also prioritize representation. "If an

Indigenous entrepreneur never sees an Indigenous banker or advisor across the table —or an LGBTQ+ founder never encounters a banker who is out at work—that sends a message," says one banking executive.

Programs that promote 2SLGBTQIA+ and

Indigenous leaders inside financial institutions are therefore considered part of the customer inclusion agenda.

“Supplier diversity is one of the fastest ways to move real money.”

While lending is a popular topic, many leaders believe that buying from Indigenous and LGBTQ+-owned SMEs is also a significant tool.

Canadian banks, insurers, and large corporations are increasingly setting goals to diversify their supplier chains, often in collaboration with certifying agencies and chambers. The Canadian Queer Chamber of Commerce (CQCC) and partners certify LGBTQ+-owned businesses and connect them to corporate procurement opportunities. The Canadian Council for Indigenous Business (CCIB) maintains Indigenous business directories and offers Progressive Aboriginal Relations (PAR) certification.

Diverse Entrepreneurs “When financial institutions commit to multi‑year contracts with diverse suppliers —whether for technology, catering, consulting, or marketing—they create predictable revenue streams that make those businesses more bankable,” explains one supplier diversity leader.

For Indigenous SMEs, these procurement agreements align with federal commitments, such as the 5% Indigenous procurement target and significant project participation, thereby strengthening the impact of loan guarantees and specialized financing. Meanwhile, LGBTQ+ entrepreneurs benefit from corporate programs linked to the 2SLGBTQI+ Entrepreneurship Program, which prioritizes procurement and export growth.

“The business case is clear: diverse SMEs are growth engines.”

Research shows that Indigenous and LGBTQ2+ entrepreneurs in Canada are

inventive, export-oriented, and growthfocused, but are underserved by traditional financial solutions. According to a top strategist at a Big Four organization, survey data suggest that SMEs are highly dissatisfied with current banking services, particularly the speed of credit decisions and the quality of specialized counsel provided.

“If financial institutions get this right, they are not doing charity; they are winning loyal clients in a competitive market,” they argue.

CanadianSME's coverage of inclusive succession and leadership planning reveals that various entrepreneurs have distinct perspectives on long-term planning, community impact, and talent. Banks and insurers require products that enable daily cash flow, technology adoption, crossborder expansion, and structured exits/ownership changes.

Leaders observe growing interest in: Flexible credit lines and term loans, along with advising services for digital transformation or expansion.

Small, diverse-owned enterprises can benefit from packaged risk products (e.g., cyber, key-person insurance) and education.

Capital arrangements that enable employee ownership or community engagement, especially in Indigenous situations.

“The more we understand the specific growth journeys of Indigenous and LGBTQ+ SMEs, the better we can design products that meet them where they are,” one regional bank executive says.

“Co‑creating with communities is the only way this works.”

Throughout conversations, speakers emphasize that significant inclusion is created by, not for, diverse businesses.

To achieve this, programs should be co-designed with groups such as NACCA, Indigenous Financial Institutions, CQCC, Futurpreneur, and WEKH. Feedback loops should also be established to continuously improve products. While co-

creation may take longer than a top-down product launch, executives believe it leads to a better fit and greater trust.

“When Indigenous and LGBTQ+ entrepreneurs see their experiences reflected—in application questions, in who is in the room, in which risks and opportunities are recognized— they are more likely to engage with us early, not just when there is a crisis,” notes one senior risk officer.

For CanadianSME readers, the message from the front lines is cautiously optimistic: financial institutions are moving beyond token gestures toward structural reform, but sustained pressure and collaboration from diverse entrepreneurs and ecosystems will be required to maintain that momentum.

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.

51 - CanadianSME - June 2026

Canadian Start-Up Reinventing how People Hydrate at Home In an exclusive interview with The CanadianSME Small Business Magazine, Joseph Karam, Co-Founder of Bello, shares the story behind building a nextgeneration consumer brand that blends hardware, wellness, and daily habit. What started as a personal connection to performance and health quickly evolved into a bold decision to leave traditional investment paths and commit fully to entrepreneurship.

Interview By Kripa Anand I’m 26 years old, born and raised in Montreal. I started my first business at 19 during my first year at McGill University, managing small real estate portfolios. I ran that business while completing my degree and eventually sold it in July 2025.

Entrepreneurship has always been part of my life. My father is an immigrant entrepreneur, so I grew up around business and investing. In 2023, he asked me to join the family office. I brought my real estate business under the family office umbrella and was supposed to be managing our investments alongside him.

A few weeks after joining the family office, I met my now-partner Clément Bouland after he pitched Bello on Dans l'œil du dragon and my father made an investment on the show. While I was supposed to be focused on managing a broader portfolio, I quickly became deeply involved in Bello and shifted my full attention to building the company full time.

Image Courtesy: Joseph Karam

Building Bello:

Joseph Karam Co-Founder of Bello You started managing real estate at 19, joined your family office, and then pivoted to building Bello full time after meeting your co-founder. What drew you so strongly to this idea that you were willing to shift from portfolio management to the grind of a consumer hardware startup at 24–25?

The first was honestly youth. When you’re 23, hungry, ambitious, and maybe a little naive, you’re not calculating every downside. I wasn’t sitting there thinking about supply chain risk, hardware margins, inventory financing, tariffs, CAC, or how brutal consumer hardware can be. I just thought, this is a great idea, and I want to build it. That was enough for me.

The second piece is that Bello genuinely resonated with my lifestyle. I’ve always been into health and performance. I’ve done triathlons and ultramarathons. I train regularly. I’m constantly thinking about how to optimize my nutrition, my supplements, my sleep, my recovery.

Hydration is such a fundamental part of performance and well-being, yet the options out there felt either boring, unhealthy, or wasteful.

52 - CanadianSME - June 2026

Cloud & Security You’re not “just” a beverage brand or “just” a hardware company—you’re building both at once, with custom glass capsules and a unique production process. What have been the toughest operational and financial challenges so far, and what did those long 16–18 hour days on the production line in Collingwood teach you?

Image Courtesy: Joseph Karam

One of the toughest parts of building Bello is that almost everything is custom.

We did not just design a formula and a brand. We designed and created the

entire system, from the machine to the glass capsules to the production process itself.

If you are launching a traditional For readers new to Bello, can you briefly explain what the system is and how it works—hardware, filtration, and capsules—and what problem you’re trying to solve in the athome hydration space?

At its core, Bello is a tool to help people drink more water. It’s a countertop water dispenser that filters tap water and transforms it into flavored and functional water at the touch of a button. The machine uses a high performance carbon block

filter to reduce contaminants and improve taste. If you want, you can flavor your water with natural concentrates made with

all natural ingredients using multi serving glass capsules. Each capsule delivers roughly 15 to 35 servings and can be easily swapped between uses, allowing you to move from electrolytes to flavored water to functional blends in seconds.

Bello is built around the core pain points we experience with hydration. Tap water often contains contaminants and does not taste great, so filtration matters. Many people are not drawn to plain water, so flavor makes hydration more compelling.

Consumers are increasingly conscious about ingredients, so we focus on natural and functional components without added sugar. We use multi serving glass capsules to move away from single use plastic consumption. And through our connected app, we help people track their intake so they do not forget to hydrate.

It is a system designed to make better hydration better, and easier to maintain on a day-today.

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beverage, there are existing production lines and standardized formats. You can

use a common bottle or can, plug into an established co-packer, and benefit from shared economies of scale. In our case, because our capsules are custom glass with a narrow neck and filled with

concentrated blends rather than ready to drink liquids, no standard line worked for us. We had to design, build, and finance our own filling line. Then we had to convince manufacturing partners to

dedicate space in their facilities to house our custom equipment and train their teams on a process built specifically for Bello.

The same applies to the hardware.

Custom molds, tooling, and components mean high upfront costs before scale kicks in. Just reaching commercialization required significant capital and operational problem solving.

Those 16 to 18 hour days in Collingwood taught me that you cannot build something like this from a distance. Early on, you are the one on the floor solving problems, adjusting processes, and doing the work yourself. If you are not willing to get your hands dirty, you should not be building a custom product.

Cloud & Security

Image Courtesy: Joseph Karam

You launched Bello DTC and are now expanding into an omni-channel strategy. How are you thinking about building a category-defining consumer brand from Canada— positioning, routines vs. flavours, and the long-term plan for scaling beyond early adopters?

We are not just trying to build a category-defining brand. We are

building a new category altogether.

There is no real precedent for a

countertop system that combines filtration, functional concentrates, and custom glass capsules in this way.

Because of that, we are not only creating brand awareness, we are doing a significant amount of product education.

That is why we started DTC. In the early days, it is the most predictable and

scalable channel. It allows us to control the messaging, educate consumers through paid media, and clearly explain

what the product is and how it fits into their lives. You cannot do that the same

way on a retail shelf. At the same time, omni channel is critical for us long term.

It builds trust and diversifies revenue streams, which mitigates risk. So we are building toward omni channel, but DTC

gives us the control we need at the start.

In terms of positioning, we do not want to be just a product. We want to be a brand that becomes part of language and routine. I was at a friend’s place recently and someone said, can you make me a Bello. That is the goal.

We are also shifting from flavor focused to outcome focused. To become essential, not just nice to have, Bello has to fit into daily routines. The vision is for people to wake up and instinctively make themselves a Bello. We want to build a proud Canadian consumer brand that becomes part of everyday life.

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For other young founders considering physical products or hardware, what honest advice would you share about timelines, capital, and resilience—and what mindset has helped you stay committed to Bello through the messier parts of building both a product and the infrastructure around it?

If you are building a physical product or hardware company, you have to be prepared for a much longer timeline than you think.

You might spend years before you even see the product in

customers’ hands, and getting to that point is not guaranteed.

There are technical hurdles, manufacturing setbacks, regulatory issues, and constant iteration. Progress is rarely linear.

It will also require more capital than you expect. Hardware is

capital intensive. Tooling, molds, minimum order quantities, inventory, and production runs all require upfront investment. You will need to convince investors not only that the product and business model make sense, but that you are the team capable of executing. Having a good idea is maybe five percent of the challenge. Execution is everything.

In terms of mindset, it helps tremendously to believe wholeheartedly in what you are building. There have been moments where we felt close to being down and out. What keeps you going is a deep, almost irrational belief that if you can just clear the next hurdle, you will unlock the next level. When you have poured years of effort, capital, and identity into something, your level of commitment changes. You keep going because you see the vision clearly, even when the path is messy.

Disclaimer:The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine. Our platform is dedicated to fostering dialogue and sharing insights that inspire and empower small and medium-sized businesses across Canada.

How Canadian SMEs

Are Navigating Cyber Climate and Credit Challenges

By Kripa Anand

climate disruptions, and increasing borrowing costs are all affecting SMEs at the same time, altering what it means to be resilient. Owners who previously viewed risk management and insurance as backoffice tasks now recognize the importance of incorporating them into core strategy.

Recent talks and publications on Canadian SMEs show how geopolitical concerns, supply chain

fragility, climate unpredictability, and cybercrime are all combining.

The end result is a new "risk playbook" in which technology choices, insurance coverage, and credit relationships are all inextricably linked—and where prevention and readiness are just as important as rewards once something goes wrong.

Cyber: From IT Problem

(a) to Board-Level Risk

Canadian SMEs have become popular

targets for cybercriminals, who regard smaller businesses as easier to penetrate than giant corporations yet still profitable.

Ransomware, company email compromise, and privacy breaches can disrupt operations, erode consumer trust, and prompt regulatory investigation.

Image Courtesy: Canva

A busted pipe, a customer lawsuit, or the departure of a key employee were once considered risks for Canadian small businesses. In 2026, the landscape will be significantly more complex. Cyberattacks,

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Cyber Risk The Canadian Centre for Cyber Security advises nonnegotiable baseline measures for small and medium companies: multi-factor authentication regular patching

Canadian research on resilient, low-carbon tech stacks for SMEs demonstrates that digital and environmental decisions are increasingly linked.

Choosing energy-efficient and resilient data centers can reduce emissions and physical danger exposure. For SMEs, this might mean:

solid backups defined incident response plans New guidelines on systemic resilience in Canadian cybersecurity underlines that cyber risk is more than simply an IT issue; it necessitates enterprise-wide collaboration, clear decision-making frameworks, and demonstrable investments in the most vital assets.

This means: Map critical systems and data, including cloud and on-premise tools.

Moving key systems to cloud providers that have high renewable energy and uptime guarantees.

Using diagnostics or climate-action assessments to identify areas where technology might reduce emissions and boost resilience (for example, logistics, buildings, and manufacturing).

A simple dashboard allows you to monitor climate and resilience KPIs like as downtime, event patterns, and energy use.

Establishing executive accountability for cyber spending and incident response.

Metrics used for tracking include event numbers, recovery durations, and control effectiveness.

Cyber insurance has become a component of this toolset. Policies can assist cover costs associated with

incident response, data recovery, company interruption, and legal liability resulting from breaches. However,

insurers are tightening underwriting standards, frequently requiring verification of fundamental controls before providing coverage or competitive pricing. For Canadian SMEs, cyber hygiene is essential not only for security but also for insurability.

Climate: Physical and (b) Transition Risks on the Rise Climate change is no longer a distant problem for Canadian SMEs; it is manifested in flooded basements, disrupted supply lines, and shifting insurance conditions. Extreme weather disasters, ranging from wildfires in Western Canada to floods and storms throughout the country, endanger physical assets, inventory, and transit routes. The transition to a lowcarbon economy increases "transition risks," such as new rules, shifting customer expectations, and pressure to decarbonize operations and supply chains.

On the insurance front, climate hazards are forcing adjustments in property and business interruption coverage. When pricing policies and determining deductibles, insurers are paying closer attention to location, flood exposure, wildfire risk, and mitigating efforts. SMEs that invest in physical safeguards, such as fire-resistant materials,

backup power, and flood defences, and can demonstrate good continuity plans, are better positioned to obtain coverage on fair terms.

Credit: Higher Rates, Tougher

(c) Conditions, and Embedded Risk Support

At the same time, Canadian SMEs have faced greater borrowing costs and tighter credit restrictions as a result of years of high interest rates. This climate makes it more expensive to fund growth, invest in technology, and absorb shocks. Lenders, in turn, are paying more attention to risk management strategies when assessing SME creditworthiness.

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Cyber Risk Banks and fintech lenders are increasingly using data-driven assessments to incorporate operational risk indicators such as cyber posture, industry exposure, and concentration risk into their underwriting models. A company that can demonstrate solid controls, resilience planning, and diverse revenue streams may be seen as less risky and have easier access to credit. In other words, good risk management can help you get finance.

One developing trend is the increased use of embedded insurance and bundled risk services in banking and fintech platforms.

Advisors are increasingly pairing these solutions with risk-prevention resources, such as cyber security training, climate risk checklists, and business continuity planning templates, to help SMEs avoid losses in the first place. The "prevention plus protection" paradigm represents a transition from pure indemnity to collaboration.

certain carriers now provide small company accounts that include expedited access to insurance alternatives including commercial

Building a Practical Risk Playbook

property, general liability, and, in certain cases, cyber coverage, all of which are incorporated into digital channels.

For CanadianSME readers, the new

For example, TD Insurance has created direct online solutions designed exclusively for small businesses, including bespoke packages for industries such as retail, contractors, and

risk playbook may be reduced into a few simple steps: Map out your interconnected threats.

professional services, as well as the option to purchase coverage without the use of a broker.

Determine how cyber, climate, and credit constraints may cascade in your firm,

This bundling reduces friction for SMEs that would

such as a cyberattack that affects cash flow and challenges lending covenants, or

otherwise delay or ignore coverage decisions.

Over time, more platforms are likely to include risk

assessments, preventative initiatives, and insurance offers directly into regular banking interfaces.

The New Insurance Toolkit for Canadian SMEs In this context, the small company insurance arsenal is extending beyond typical property and liability coverage.

Canadian brokers and digital providers identify at least eleven critical coverage types for SMEs, including general liability, commercial property, professional liability, cyber, directors and officers liability, business interruption, and others. Many owners prioritize building a balanced portfolio that covers their most significant risks rather than buying everything.

Core steps include: Ensuring adequate property and business interruption coverage while accounting for inflation and climate-related risks.

Adding cyber insurance when basic controls are in place and the company relies on digital technology.

Consider specific coverages (e.g., environmental liability, errors and omissions) for high-exposure industries.

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a flood that causes both physical losses and contract penalties.

Increase your cybersecurity and climate baseline. Implement recommended cyber controls, seek CyberSecure Canada accreditation as needed, and invest in basic physical climate resilience measures.

Align insurance with actual exposures.

Consult with brokers or digital platforms to ensure you have the appropriate mix and limits of coverage, and review annually as your risk profile changes.

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.

Image Courtesy: Mr. Deng Jun

From Roadshows to CIIE: How Bank of China (Canada) Supports Canadian Businesses Going Global

Interview By Maheen Bari Mr. Jun Deng, the current President & CEO of Bank of China (Canada) and Principal Officer of Bank of China Toronto Branch, holds a Ph.D. in Economics from Wuhan University. He has worked for the Bank of China Group since he graduated from university in 1990. After holding

Mr. Deng Jun,

President and CEO of Bank of China Canada In an exclusive interview with The CanadianSME Small Business Magazine, Mr. Deng Jun, President and CEO of Bank of China Canada, shares a grounded perspective on the evolving relationship between Canadian and Chinese businesses. Drawing on decades of global banking experience, Mr. Deng highlights how cross-border collaboration, practical market access, and strong financial ecosystems are shaping new opportunities for Canadian companies looking to expand internationally.

various positions in the Bank, he was appointed as General Manager of the Bank of China Wuhan ETD Branch in 2001. In 2006, he was appointed as Deputy Managing Director for Dongfeng Peugeot Citroen Auto Finance Company Ltd., a joint venture between Bank of China Group Insurance Company Limited, Dongfeng Peugeot-Citroen Automobile Company Ltd. and Banque PSA Finance.In 2009, he was appointed as Assistant General Manager in the Bank of China Limited Head Office Corporate Banking Group. In 2012, he was appointed as Country Head of Bank of China Limited - Manila Branch. In October of 2022, he was appointed as President & CEO of Bank of China (Canada) and Principal Officer of Bank of China Toronto Branch. He is also President of Canada China Chamber of Commerce, Board Member of Canada China Business Council and Foreign Bank Executive Committee Member of Canadian Bankers Association.

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Business Diplomacy

The BOCC x CIIE roadshows with the Canada China Chamber of Commerce are designed to help Canadian companies understand and access the Chinese market.

What is the purpose of these roadshows, and what kinds of questions or concerns are you hearing most often from Canadian businesses who attend?

The purpose of the BOCC x

China International Import Expo roadshows is to give Canadian businesses a more Image Courtesy: Mr. Deng Jun

You’ve worked across multiple markets within the Bank of China Group and now lead Bank of China (Canada). What drew you to this role in Canada, and how do you see the bank’s mission in supporting the next stage of Canada–China business relations?

Canada has long been an important market within Bank of China’s global network because of its strong business environment, international outlook,

and deep strengths across sectors such as agriculture, natural resources, technology, education, and consumer products. What drew me to this role was the opportunity to support a relationship that continues to evolve through trade, investment, and people-to-people connections.

Canada and China have built meaningful commercial ties over many years, and I see significant value in continuing to create practical pathways for businesses in both markets to engage with one another. Increasingly, Canadian companies are looking beyond traditional export models and exploring how to build longer-term market presence internationally. At the same time, Chinese businesses and consumers continue to value highquality Canadian products, expertise, and innovation.

Bank of China (Canada)’s role is to help facilitate those connections. That includes supporting businesses with cross-border financial services, trade expertise, and access to international networks, while also helping companies better understand the operational realities of entering new markets.

Looking ahead, I believe our mission is to continue acting as a bridge — helping businesses navigate complexity, identify opportunities, and build sustainable long-term relationships across both economies.

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practical understanding of how they can approach opportunities in China. For many companies,

particularly SMEs, international expansion can

feel complex or difficult to navigate from a distance.

These sessions are designed to make that process more accessible by connecting

businesses with market insights, trade expertise, and companies that already have experience operating in China.

Together with the Canada China Chamber of Commerce, we wanted the discussions to focus on real operational considerations rather than broad market theory. That includes understanding distribution channels, regulatory processes, consumer expectations, financing considerations, and how platforms like CIIE can support relationship-building and market entry over time.

Business Diplomacy The questions we hear most often are very practical. Businesses want to understand where demand exists for Canadian products, how to identify the right local partners, what market entry timelines realistically look like, and how to manage risk while expanding internationally.

There is also strong interest in hearing directly from Canadian companies already active in China. Those real-world experiences are often the most valuable part of the conversation because they help turn opportunity into something more tangible and actionable.

Canadian participation in the China International Import Expo (CIIE) has more than doubled from 2022 to 2025, with companies seeing tangible outcomes such as over $20 million in trade and investment in 2025 alone.

For Canadian companies participating this year, what can they expect from CIIE in terms of opportunities, learning, and on‑the‑ground experience?

The growth in Canadian participation at the China

International Import Expo reflects a broader interest among businesses looking to better understand international growth opportunities and

We are also seeing growing interest from returning participants who view CIIE as an ongoing platform for relationship-building and market development. More and more companies have used the platform to strengthen visibility, establish partnerships, and

continue expanding their presence over multiple years.

Ultimately, participation is about gaining access, understanding the market more deeply, and building connections that can support future growth.

Bank of China (Canada) offers services ranging from trade finance, international settlement, and foreign exchange to commercial lending and cash management. How can financial institutions like BOCC help build the ecosystem that Canadian companies need to compete and succeed globally— especially those looking to expand or deepen their presence in China?

Financial institutions play an important role in helping businesses navigate the operational side of international growth. Expanding into a new market requires more than identifying demand. Companies

also need access to financing, cross-border payment infrastructure, foreign exchange capabilities, market knowledge, and trusted local networks.

build long-term relationships in the Chinese market.

For companies participating this year, CIIE offers exposure to a wide range of potential partners, buyers, distributors, and industry stakeholders in one environment. It provides an opportunity to better understand market demand, consumer trends, and how products or services may fit within China’s evolving economy.

At the same time, the value of CIIE extends beyond immediate commercial outcomes. Many companies attend to learn how the market operates on the ground - from distribution and branding to digital commerce and local partnerships. Those insights can be especially valuable for businesses evaluating long-term expansion strategies or assessing where their products may have the strongest potential.

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At Bank of China (Canada), we see our role as helping create that broader ecosystem of support. That includes providing practical tools such as trade finance, international settlement services, and cash management solutions, while also helping businesses better understand how to operate across different regulatory and commercial environments.

Business Diplomacy For companies looking at China specifically, one of the biggest challenges is often navigating complexity from a distance. Financial institutions can help reduce some of that friction by facilitating introductions, sharing market insights,

and connecting businesses with the right partners and resources on the ground.

This is particularly important for SMEs, which may have strong products and export potential but more limited international infrastructure internally.

Ultimately, building successful cross-border business relationships requires long-term collaboration between businesses, industry

organizations, and financial institutions. The goal is to help companies move from initial interest toward sustainable participation in global markets over time.

For Canadian businesses that are curious about China but haven’t yet taken the first step, what message would you share? Why should they consider exploring this market now, and what practical advice would you give them on how to prepare and de‑risk their entry?

I would encourage Canadian businesses to approach China with curiosity, preparation, and a long-term perspective. China remains one of the world’s largest and most dynamic consumer markets, with continued demand for high-quality products, innovation, and international brands across sectors such as agrifood, health and wellness, consumer goods, and technology.

At the same time, entering any international market

requires careful planning. My advice is to start by understanding where your product or service fits, who the target customer is, and what local partnerships

may be required to support growth. Businesses should also spend time understanding distribution models, digital platforms, regulatory requirements, and consumer expectations before making the investments.

One of the most effective ways to reduce risk is to

begin through platforms and networks that already

exist. Events like the China International Import Expo allow companies to test market interest, meet

potential partners, and gain first-hand insight into the market environment in a structured way.

It is also important to speak with companies that have already gone through the process. Learning from real operational experiences can help businesses make more informed decisions and build a clearer roadmap for sustainable international growth.

Disclaimer:The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of

Image Courtesy: Canva

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CanadianSME Small Business Magazine. Our platform is dedicated to fostering dialogue and sharing insights that inspire and empower small and mediumsized businesses across Canada.

Preparing the Next Generation of Diverse Business Leaders in Canada Image Courtesy: Canva

By Sk Uddin

For many Canadian small business owners, succession planning is something they will "get to later."

Delaying that work is extremely risky for Indigenous and LGBTQ+ enterprises. Uncertain transition plans might risk financial stability, cultural continuity, and inclusive workplaces of diverse-owned enterprises, which typically overlap with family, community, and identity factors. Future-proofing Indigenous and LGBTQ+-owned SMEs in Canada is a top priority as founders near retirement age.

Research on inclusive succession and leadership pipelines in Canada reveals that many SMEs still lack formal plans, and minority entrepreneurs—women, Indigenous, immigrants, and LGBTQ+ owners—face extra challenges in receiving specialized assistance. There are various options for transferring a firm while keeping its principles, including family trusts, management buyouts, employee ownership models, and community-based frameworks.

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Ownership Transition Why Succession Planning Looks Different for Indigenous and LGBTQ+ Founders Indigenous and LGBTQ+-owned enterprises frequently follow non-traditional ownership and familial arrangements. Indigenous entrepreneurs may be held accountable not only to their immediate family, but also to a

First Nation, Métis, or Inuit community, a band council, or a community economic development organization. Elders, hereditary leaders, or board members can decide who takes over the business, a decision that may be closely tied to community priorities such as employment, language revival, or land stewardship.

Family trusts can help transfer ownership to several beneficiaries—such as multiple children, relatives, or selected family members—while allowing the founder or trustees to regulate how income and control are allocated over time. In Indigenous environments, trusts or corporate structures can also be integrated with community economic development initiatives, ensuring that earnings benefit broader community goals and governance adheres to Indigenous laws and traditions.

Management buyouts (MBOs) and employee ownership

models, such as ESOPs or worker co-ops, are gaining popularity as inclusive succession strategies. Empowering long-serving employees, including those from equitydeserving groups, to become owners helps preserve the values of LGBTQ+-owned firms and provide a structured

departure for founders. Indigenous-owned businesses can transfer ownership to community-based management

LGBTQ+ entrepreneurs often choose family, non-traditional partners, or informal

teams, combining professional governance with local monitoring.

community members. Traditional assumptions included in many general succession templates—for example, that adult children

Legal documentation, regardless of structure, is vital.

Maintaining up-to-date wills, shareholder or partnership

ownership structures with friends or

will naturally inherit or run the business—may

not be accurate. Furthermore, LGBTQ+ founders may be committed to maintaining an

agreements, and clearly structured buy-sell clauses can prevent disputes and provide a secure road to ownership for successors, including relatives, community entities, and employees.

overtly inclusive culture, ensuring that future

executives prioritize equity and representation.

Succession planning for diverse-owned SMEs

requires more than just technical expertise. It must take into account cultural protocols, preferred family arrangements, community expectations, and inclusive leadership commitments, as well as tax, legal, and financial factors.

Family Trusts Community Ownership and Employee Buyouts as Succession Strategies From a technical aspect, Canadian business owners typically employ mechanisms like estate freezes, family trusts, and shareholder agreements to manage tax and control in succession planning. These structures can be tailored to Indigenous and LGBTQ+ founders' various successors and community benefits.

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Working with Banks, Insurers, and Advisors Succession planning is more than just a legal exercise; it also involves financial considerations. Capital is sometimes needed for buyouts, ESOPs, and community acquisitions to purchase shares, refinance debt, or invest in modernization, ensuring the business stays competitive after the changeover. Diverse-owned SMEs benefit from early engagement with banks, development institutions, and insurers to organize funding strategically.

Banks and development lenders, such as BDC, are increasingly providing specialist programs and advisory services to Indigenous enterprises, including assistance with community acquisitions and generational transfers.

These institutions can structure loans based on cash flow, mix senior and subordinated debt, and incorporate nonrepayable contributions or guarantees from Indigenous programs to mitigate risk. Insurers can provide key-person coverage or buy-sell insurance to protect the business and its successor in the event of a founder's death or disability.

Ownership Transition For LGBTQ+ entrepreneurs, collaborating with advisors who understand non‑traditional families, chosen successors, and inclusive workplaces can be extremely vital. Financial planners and lawyers experienced with LGBTQ+ clients can assist in navigating spousal rights, adoption, multi-parent families, and cross-border partnerships, ensuring plans

are legally sound and reflect the founder's intentions.

Embedding Inclusion Into Leadership and Governance for the Next Generation Technical structures are merely a portion of the story. Succession planning includes identifying and preparing the next generation of leaders. Canadian

guidelines on inclusive succession stress developing leadership pipelines that

actively include marginalized groups, such as Indigenous peoples and LGBTQ+ personnel. Boards and owners are encouraged to explicitly commit to inclusive pipelines by addressing unconscious bias in promotions, investing in cultural competency training, and

sponsoring sponsorship and mentorship programs for diverse employees.

Practical steps include: Identifying possible successors within and outside the family, including Indigenous kids, women, LGBTQ+ employees, and newcomers.

Creating growth programs that rotate rising leaders through critical roles— finance, operations, and community relations—to ensure they understand the entire firm.

Creating advisory circles or boards composed of community members, elders, or LGBTQ+ advocates to assist the firm in remaining true to its social goal as leadership changes.

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Respecting community governance, such as working with councils, elders, or hereditary systems, is critical for Indigenous founders seeking a genuine transition. For LGBTQ+ entrepreneurs, ensuring that their successors share a commitment to equity, inclusive hiring, and psychological wellbeing is equally important.

Practical First Steps for Founders Many diverse-owned SMEs feel overwhelmed by succession planning, yet a few simple steps can create momentum:

1) Begin the conversation early. Formal planning should begin 5-10 years before a planned transfer, particularly if the community or many successors are engaged. Clarify your priorities.

2) Decide what is most important: increasing sales value, keeping

the firm in the community, protecting employees, or maintaining an inclusive culture—and express that to advisers.

3) Create a diverse advisory team. Engage legal, tax, and financial professionals with experience in Indigenous or LGBTQ+ contexts, and incorporate community or employee feedback into important decisions.

4) Document and revisit. Put the strategy in writing, distribute it to relevant stakeholders, and review it every few years or after significant life events.

Shaping the Future For Indigenous and LGBTQ+ founders throughout Canada, good succession planning entails more than simply departing a business. The goal is to sustain the economic power, inclusive workplaces, and community influence established by the original entrepreneur.

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.

Building Canada’s Connected Future, One Smart Network In an exclusive interview with CanadianSME Small Business Magazine, Benjamin Liu, General Manager of TP Link Canada, shares insights into the technologies shaping the future of connectivity for Canadian households and businesses. As digital lifestyles become more demanding and organizations rely on an increasing number of connected devices, Benjamin discusses how networking technology is evolving to deliver greater reliability, simplicity, and performance in everyday environments.

Interview By Kripa Anand Benjamin Liu is the General Manager of TP-

Image Courtesy: Benjamin Liu

Link Canada Inc., responsible for leading the company's growth, market strategy, and business operations across Canada. With more than a decade of leadership experience in the ICT industry across Asia and North America, he has helped organizations accelerate growth through innovation, strategic partnerships, and customer-focused execution.

Benjamin Liu,

General Manager of TP Link Canada

He is passionate about advancing networking and smart home technologies and helping Canadian households and businesses benefit from faster, more reliable, and more secure connectivity. He is committed to bringing next-generation Wi-Fi, smart home, networking, and surveillance solutions to the Canadian market, enabling consumers and businesses to stay connected in an increasingly digital world.

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Smart Networks TP‑Link just announced Archer 8, your first Wi‑Fi 8 router platform. For Canadian households and small businesses, what will they actually notice day-to-day with Wi‑Fi 8 compared to today’s best-in-class Wi‑Fi 7?

Wi-Fi 7 delivered a major leap in

speed and capacity, and for many Canadians it remains an excellent solution. With Wi-Fi 8, however, the focus shifts from achieving higher peak speeds to delivering a more reliable experience in real-world environments.

For Canadian households and small businesses, the biggest difference will

be consistency. Users are less likely to experience slowdowns when multiple devices are connected, interruptions while moving throughout a home or

office, or latency spikes during video calls, gaming sessions, and streaming.

Wi-Fi 8 is designed to help networks perform more predictably, even in dense environments where

interference, congestion, and signal obstacles are common.

In practical terms, that means smoother virtual meetings, more responsive online gaming, more reliable smart home performance, and stronger connectivity across larger or multi-floor spaces. For small businesses, it can translate into better support for connected devices, cloud applications, and hybrid work environments without compromising network stability.

The reality is that most people don't sit around measuring Wi-Fi speeds, they notice when their connection isn't working. Wi-Fi 8 is being built to reduce those everyday frustrations and deliver a more dependable experience, which is ultimately what users value most.

You’ve emphasized “real-world reliability” over peak lab speeds with Archer 8. What kinds of problems in Canadian homes—like multi‑floor coverage, device congestion, and latency during calls or gaming—were you specifically designing this new platform to solve?

When we speak with Canadian consumers, the challenges they describe are rarely about not having enough theoretical speed.

They're dealing with dropped video calls, lag during online gaming, inconsistent coverage between floors, and dozens of connected devices all competing for bandwidth at the same time.

Archer 8 was designed to address those real-world conditions.

Canadian homes are increasingly complex environments, with remote work, streaming, gaming, smart home devices, and security systems all running simultaneously. Add in physical barriers like

walls, floors, and interference from neighbouring networks, and maintaining a consistent connection becomes much more important than achieving peak speed in a lab.

With Wi-Fi 8, we're focused on improving reliability, reducing latency,

and helping networks perform more consistently under heavy load.

The goal is to deliver smoother video calls, more responsive gaming, better roaming throughout the home, and stronger performance when many devices are connected at once.

Ultimately, Canadians don't measure their Wi-Fi experience by a speed test result, they measure it by whether everything works when

they need it. Archer 8 was engineered to provide that dependable, always-on connectivity that modern households increasingly rely on every day.

Beyond routers, TP‑Link is building an end‑to‑end ecosystem with Deco, Roam, Omada, VIGI, Aginet, and the Tapo smart home lineup. How do you see these pieces working together to support a fully connected home or small business in Canada over the next few years?

Connectivity today extends far beyond the router. Whether it's a home, home office, small business, or multi-site operation, people are looking for technology that works together seamlessly and can grow with their needs.

That's where TP-Link's broader ecosystem comes in. Deco and Roam help deliver reliable whole-home and whole-property connectivity, while Tapo brings smart home devices such as cameras, sensors, doorbells, and automation into a unified experience. For small businesses, Omada provides enterprise-grade networking and centralized management, while VIGI adds professional surveillance and security capabilities. Aginet helps service providers deliver stronger, more reliable broadband experiences to customers.

Smart Networks What makes this approach valuable is that each solution addresses a specific need, but together they create a connected ecosystem built around reliability, simplicity, and scalability. A Canadian homeowner may start with a router and a few smart devices, then expand into whole-home WiFi, security monitoring, and automation over time. Similarly, a small business can build a network, security, and surveillance infrastructure that grows alongside the organization.

Over the next few years, we expect Canadians to increasingly adopt integrated ecosystems rather than standalone

products, making connectivity, security, and smart technology easier to manage through a more unified experience.

Smart homes are becoming more complex, with security cameras, sensors, automation, and voice assistants all competing for bandwidth. How are you seeing Canadian consumers actually use the Tapo ecosystem today—and what do you think the “connected home of tomorrow” looks like in practical terms?

What we're seeing in Canada is that smart homes are becoming true ecosystems rather than collections of

individual devices. Consumers are increasingly connecting security cameras, doorbells, sensors, smart lighting, and automation routines to work together. For example, a Tapo

camera or doorbell can trigger lights, send notifications, and provide live video access through a single app experience.

At the same time, Canadians are prioritizing simplicity and

reliability. They don't want to manage multiple platforms or worry about devices competing for bandwidth—they want technology that works seamlessly in the background.

Looking ahead, the connected home of tomorrow will be defined less by the number of devices and more by intelligent automation. Devices will communicate with each other, respond in real time, and help homeowners manage security, comfort, and energy use with minimal effort. A home may automatically adjust lighting, climate controls, and security settings based on occupancy, schedules, or environmental conditions.

For TP-Link, the foundation of that experience is reliable connectivity. As more devices come online, strong networking and seamless integration become increasingly important. Our goal is to make smart home technology simple, dependable, and accessible, so homeowners can focus on the benefits rather than the technology itself.

Looking ahead to the broader Wi‑Fi 8 portfolio—Deco 8 mesh, Roam 8 travel solutions, and new adapters—what advice would you give Canadian consumers and SMBs planning their next networking upgrade so they invest wisely today while staying ready for what’s coming next?

When planning a networking upgrade, my advice is to focus on your actual connectivity needs rather than simply

chasing the highest speed number on the box. Today's homes and small businesses

are supporting more connected devices than ever before—from laptops and smartphones to smart home products, security systems, streaming devices, and cloud-based applications.

The most important factors are reliable coverage, network stability, and the ability to grow as your needs evolve. For many Canadians, that means looking at solutions

such as mesh networking to eliminate dead zones, ensuring sufficient capacity for multiple users and devices, and choosing

products that can support future technologies without requiring another major upgrade a year later.

That's one reason we're expanding our Wi-Fi 8 portfolio beyond traditional routers to include Deco 8 mesh systems, Roam 8 solutions, and new adapters. Different environments require different approaches, but the goal remains the same: delivering dependable connectivity wherever people work, live, and travel.

The good news is that consumers and SMBs don't need to overhaul everything overnight.

Investing in scalable, standards-based networking solutions today can help ensure they're well positioned to take advantage of the next generation of connected experiences as Wi-Fi 8 adoption continues to grow.

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Image Courtesy: Canva

Financial Institutions Moving Beyond Land Acknowledgements to Support Indigenous SMEs

By Maheen Bari Land acknowledgements have become a

staple of corporate gatherings across Canada, including those in the banking sector. Many Indigenous entrepreneurs, however, believe that the true measure of reconciliation is whether banks and other ecosystem actors provide the capital, expertise, and market access needed to expand Indigenous-owned enterprises. In recent years, a new wave of collaborations has emerged, aiming to move beyond symbolism and into genuine action.

Financial institutions can contribute to Indigenous economic self-determination through initiatives such as co-designed lending and advisory teams, export plans, and procurement programs. For CanadianSME readers, they also provide real examples of where Indigenous SMEs can seek assistance.

A $100M Commitment to Indigenous Business Growth by BDC and FNBC The Business Development Bank of Canada (BDC) and First Nations Bank of Canada (FNBC) launched a $100 million Indigenous Business Acquisition Initiative, demonstrating the importance of action over rhetoric. This strategy aims to assist Indigenous communities and economic development corporations in acquiring established enterprises, thereby fostering long-term success and local job retention.

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Indigenous Business The cooperation involves BDC offering innovative finance solutions and FNBC, a mostly Indigenousowned company with a strong presence in Indigenous communities, serving as the principal delivery partner. The initiative focuses on majorityowned Indigenous firms and community-controlled entities, assisting them in completing acquisitions that would otherwise be prohibitively expensive due to cash and collateral limits. By combining BDC's balance sheet with FNBC's trust and local knowledge, the program goes beyond generic financing to assist real ownership transfers to Indigenous people.

This initiative is part of BDC's Community Banking ambition to reach 100,000 more entrepreneurs over the next 10 years through partnerships. It complements BDC's dedicated Indigenous

Entrepreneur Loan, a $50 million loan envelope, and a $100 million investment platform for Indigenousled businesses. The end result is an environment in which Indigenous SMEs may obtain both loan and equity, as well as consulting services, from institutions that are actively participating in reconciliation.

RBC’s Indigenous Advisory & Finance Practice and Loan Guarantees The Royal Bank of Canada (RBC) has also made

apparent efforts to incorporate Indigenous economic reconciliation into its main capital markets business. RBC Capital Markets unveiled its Indigenous Advisory & Finance practice in 2026 to support Indigenous communities as they participate in major projects and investments. The approach aims to increase access to finance through advisory services, specialized funding mechanisms, and capacity-building programs.

RBC has also been involved in evaluating Indigenous loan guarantee programs, which allow governments to backstop a portion of project finance so that Indigenous people can acquire interests in significant resource and infrastructural projects. RBC contributes to policy conversations that directly affect Indigenous access to large-scale capital by assessing how these assurances are used and identifying gaps. These measures, together with programs such as no-fee accounts for Indigenous peoples and a separate Truth and Reconciliation Office, show how mainstream banks can integrate reconciliation into their core business lines rather than leaving it on the sidelines.

TD and Indigenous Banking: Accelerator Loans and Business Specialists TD has chosen a slightly different strategy, stressing a network of Indigenous Banking Specialists and customized lending programs for entrepreneurs and communities. In their 2025 report on Indigenous

communities in Canada, TD highlighted initiatives such as a Business Accelerator Loan Program and the growth of Business Banking Specialists serving clients in both remote and urban Indigenous communities.

These programs aim to help entrepreneurs from startup to expansion by providing personalized credit

solutions, advising support, and enhanced access to financial services. TD also works with groups such as the National Aboriginal Capital Corporations Association (NACCA) and the Indigenous Prosperity Foundation to help Indigenous entrepreneurs overcome financial barriers and connect them to business networks and procurement possibilities. Rather than relying primarily on internal teams, TD is utilizing trusted Indigenous institutions to verify that its products and procedures align with community needs.

RBC proposes to conduct financial leadership circles

Image Courtesy: Canva

across Canada, in conjunction with Indigenous partners, to assist communities in developing institutional capacity and knowledge on complex investments. This goes beyond typical corporate social responsibility by equipping Indigenous governments and enterprises to sit at the decision-making table as equity partners, not just stakeholders.

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Indigenous Business Export Development Canada: Inclusive Trade and Indigenous SMEs Export Development Canada (EDC) adds an important component to the puzzle by concentrating on Indigenous participation in international trade. As part of its inclusive trade strategy, EDC has pledged to assist Indigenous enterprises with funding, guarantees, and trade credit insurance. From 2020 until mid-2023, EDC supported $425 million in transactions for 329 Indigenous enterprises through direct financing, loan guarantees, and credit insurance.

EDC sees itself as a partner who may collaborate with Indigenous SMEs' existing banks, providing guarantees to help those banks extend more finance for exportrelated activities. Working with EDC provides

Indigenous firms with access to trade consultants, global networks, and other Indigenous enterprises, strengthening both financial and commercial

partnerships. For export-ready or export-aspiring Indigenous SMEs, this can mean the difference between remaining confined to local markets and expanding

Procurement is another crucial lever. Many banks and large corporations are increasing their supplier diversification initiatives to purposefully include Indigenous-owned enterprises, resulting in reliable revenue pipelines that make financing more accessible. When financial institutions combine procurement opportunities with targeted financing programs and coaching, they transform from passive service providers to active participants in Indigenous economic development.

Indigenous SMEs and community leaders can take advantage of new collaborations, including those with Indigenous-owned banks like FNBC, development institutions like BDC and EDC, and specialized initiatives at mainstream banks. As

more Indigenous enterprises participate in these efforts and provide input, the financial system will shift from land acknowledgements to equitybased economic reconciliation.

into global supply chains.

Systemic Change: Procurement, Capacity Building, and Ecosystem Collaboration Beyond individual projects, there is a broader shift in how Canadian banks and financial institutions

approach Indigenous economic development.

According to the Canadian Bankers Association, major banks have had dedicated Indigenous banking teams for over 25 years, providing personalized services to individuals, enterprises, and band offices, as well as assisting with establishing trusts and managing community funds. What has changed is the depth of these ties and the emphasis on measurable results.

Banks are increasingly collaborating with Indigenous groups, such as NACCA and the Indigenous Growth Fund, to route funding through Aboriginal Financial Institutions located closer to the ground. They are also providing reconciliation training to employees, expanding Indigenous presence in their own workforces, and supporting education efforts that improve financial literacy and leadership capacity in communities.

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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.

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Closing the Funding Gap for Indigenous Entrepreneurs in Canada

By Maheen Bari Building a business in Canada frequently requires First Nations, Inuit, and Métis entrepreneurs to overcome generations of structural exclusion from mainstream finance markets.

Traditional financing methods sometimes overlook realities like

How AEP and the Indigenous Growth Fund Support Indigenous Entrepreneurs

challenging to qualify for loans and lines of credit.

The Aboriginal Entrepreneurship Program (AEP): Access to Capital is

on-reserve land tenure, intergenerational income inequalities, and community-based ownership arrangements, making it

Indigenous-owned firms now have access to capital through a unique financial ecosystem based on self-determination and community governance. Today, Indigenous entrepreneurs can use a variety of government programs, Indigenous Financial

Institutions, provincial initiatives, and new mainstream banking practices that are specifically targeted to their requirements.

Understanding how these components work together is crucial for founders looking to turn a business idea into a viable enterprise.

Image Courtesy: Canva

crucial to Indigenous company finance. It is administered nationally

by Indigenous Services Canada and supplied through a network of Indigenous Financial Institutions (IFIs) and Métis Capital Corporations. The AEP offers non-

repayable equity contributions to entrepreneurs, reducing borrowing costs and risk for both parties.

Indigenous entrepreneurs can get up to $99,999 in non-repayable investment, while communityowned firms are eligible for up to $250,000. These donations can be used for startup costs, equipment, working capital, expansion, or acquisitions, and are designed to replace home equity or family money, which many Indigenous entrepreneurs have historically lacked. Importantly, the AEP is not accessible through a standalone government portal; instead, applications are submitted through local IFIs, which review the company plan and form a combined package of AEP contributions and a developmental loan.

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Access to Capital The Indigenous Growth Fund (IGF), overseen by the National Aboriginal Capital Corporations Association (NACCA), invests $153 million to support the ecosystem. The IGF provides funding to Indigenous Financial Institutions, enabling them to expand lending to small and medium-sized Indigenous enterprises nationwide. By improving IFIs' balance sheets, the fund brings patient, flexible funding closer to where entrepreneurs live and work.

Indigenous Financial Institutions Supporting Entrepreneurial Growth While federal financing frequently makes news, the 59 Indigenous Financial Institutions operating across Canada serve as the true front doors for Indigenous companies.

NACCA coordinates community-controlled lenders that offer developmental loans, business planning support, and AEP

equity contributions to First Nations, Inuit, and Métis clients. IFI loans are created with Indigenous realities in mind. They may provide flexible terms, lesser security requirements, and coaching to help businesses become bank-ready over time.

Because IFIs combine loans and grants, most notably the AEP

A recent survey indicated that only 8% of Indigenous enterprises use institutional loans as their primary source of financing, highlighting the segment's underserved status. Banks, including RBC, are creating Indigenous-focused teams and collaborating with community organizations to tailor products and risk assessments to Indigenous governance, income flows, and partnership arrangements.

Smaller Indigenous SMEs might nevertheless benefit from mainstream banks if they have a track record and collateral. A popular

strategy for entrepreneurs is to start with an IFI loan and an AEP contribution, then add a commercial line of credit or term loan from a bank when revenues stabilize. This dual approach spreads risk while using the characteristics of both Indigenous and mainstream financial institutions.

contribution, they can build financing "stacks" that make projects feasible even when personal equity is minimal.

Provincial and Regional Initiatives

Instead of going straight to a large bank, many Indigenous

Federal programs are supplemented by a patchwork of provincial and regional

businesses find that contacting the IFI or Métis Capital Corporation serving their region is the most effective initial

step. These organizations can assist with refining a company's strategy, creating realistic financial projections, and determining whether a combination of AEP contribution and developmental loan is acceptable. They also frequently maintain contacts with mainstream banks, credit unions, and development lenders such as BDC, making it easier to expand into larger facilities as the business grows.

Mainstream Banks and New Indigenous Practices Mainstream financial institutions are increasingly involved in Indigenous economic development, particularly in significant projects and established firms. In 2026, RBC launched a dedicated practice for Indigenous-owned enterprises and investments, providing advisory services, financing arrangements, and capacity-building to expand financial access. This comes after years of increased Indigenous equitable participation in significant resource and infrastructure projects, aided in part by the government's Indigenous Loan Guarantee Program, which was introduced in 2025.

programs that address local economic objectives. In British Columbia, for example,

Pacific Economic Development Canada and provincial partners provide funding and advisory services to Indigenous enterprises in sectors such as tourism, clean energy, and community economic development.

Other provinces provide Indigenous business grants, salary subsidies, and sector-specific programs that supplement federal and IFI assistance.

Many urban Indigenous organizations, such as Friendship Centres and employment and training groups, now offer business planning seminars, micro-grant programs, and ties to local financial institutions. Off-reserve entrepreneurs who identify with their Indigenous communities but lack access to band-level economic development resources benefit greatly from these supports.

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Access to Capital

Practical Advice: Navigating Funding and Building a Capital Stack

Finally, access to financing for

For Indigenous businesses, the funding landscape can seem fragmented, but there are certain practical approaches that help make it more navigable.

Canada is more than just a matter of

Indigenous-owned enterprises in additional loans or grants. It is about creating financial infrastructure that

Start with your local IFI or Métis Capital Corporation.

They facilitate AEP contributions, developmental loans, and referrals to other programs.

respects Indigenous rights, prioritizes

Think about a "capital stack." As the business grows, consider combining non-repayable contributions (e.g.

AEP) with IFI loans, followed by bank credit, provincial

economic value inside Indigenous

grants, and supplier or customer finance.

Spend time developing a clear business plan. Lenders and grant programs require accurate cash-flow estimates, market analysis, and governance data,

community needs, and keeps more nations. The combined efforts of government initiatives, Indigenous Financial Institutions, provincial

especially for community-owned companies.

support, and the development of

Utilize advisory services. Many IFIs, Indigenous

mainstream banking practices are

organizations, and partners, such as BDC, provide coaching, training, and mentorship in addition to

bringing Canada closer to its goal—

financing.

one entrepreneur at a time.

Investigate procurement opportunities. Federal regulations, such as the 5% Indigenous procurement objective, and business supplier diversity initiatives can generate consistent revenue streams, making it easier to secure financing.

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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.

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Image Courtesy: Canva

Rethinking Small Business Banking in Canada

By Sk Uddin

For Canadian small and medium-sized businesses (SMEs), 2026 feels considerably different from a few years ago. The conventional model—waiting days or weeks

for a loan approval and relying on paperintensive processes—is giving way to faster, more digital, and data-driven banking interactions. At the same time, many entrepreneurs are still facing low demand, labour shortages, and cost pressures, making access to the right type of funding more important than ever.

Across Canada, several key trends are transforming how SMEs bank and borrow: the rise of online lenders and aggregators, AIpowered underwriting, real-time data availability, and a growing emphasis on sustainable, long-term borrowing practices.

Understanding these trends is critical for business owners as they select the correct partners and tools for the coming years.

Online Lenders and Loan Aggregators One of the most significant shifts in the Canadian SME market is the rapid expansion of online lending platforms and loan aggregators. These platforms enable business owners to submit a single digital application and access multiple loan options, often within hours, rather than contacting each lender separately. Centralizing and digitizing the process reduces friction and provides more options for timepressed entrepreneurs.

The market for AI-enabled online loan aggregators serving Canadian SMEs has already exceeded $1 billion, indicating a high need for rapid, flexible funding. These platforms connect businesses with a variety of products, including working capital and equipment finance, invoice factoring, and lines of credit, from banks, credit unions, and non-bank lenders.

Entrepreneurs in fast-moving areas like e-commerce, technology, and professional services benefit greatly from real-time rate and term comparisons.

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Business Banking Provincial and regional patterns support this shift, with financial cities such as Toronto, Vancouver, and Montreal emerging as critical hubs for digital SME finance and fintech innovation. At the same time, communitybased institutions and credit unions are improving their internet channels to keep up with changing demands.

AI-Powered Underwriting and Real-Time Data Behind the scenes, AI and automation are changing the way lenders evaluate risk and make lending decisions for small businesses.

Instead of relying only on traditional financial statements and collateral, many banks are now using bank transaction data, payment histories, accounting feeds, and even alternative digital footprints to inform their underwriting models.

AI-powered underwriting can analyze applications significantly faster than manual

techniques, sometimes reducing decision times

by more than half. By evaluating large datasets, these models help lenders distinguish between healthy businesses and higher-risk borrowers, reducing default rates and expanding credit access for SMEs that may have been overlooked under previous criteria.

AI systems, for example, may automatically

scan uploaded financial records, normalize cash-flow data, and identify trends that a human underwriter may overlook due to time constraints.

Canadian governments and industry associations are also supporting “AI-ready financing,” in which banks and credit agencies integrate AI-readiness assessments, digital consulting services, and data-driven tools into their SME lending practices. This includes developing the capacity of front-line advisors, who require sufficient AI literacy to help entrepreneurs understand how technology investments—and the associated financing—fit into their overall growth strategy. When executed properly, this combination of human counsel and AI analytics can provide both speed and relationship-based support.

From Short-Term Debt to Sustainable Borrowing more sustainable financing solutions that prioritize resilience and long-term stability. Many Canadian SMEs have relied heavily on lines of credit and cards in recent years to cope with shocks ranging from supply chain disruptions to rising interest rates. As conditions change, lenders and development organizations are focusing more on structured term loans, modernization investments, and productivity-boosting projects.

For example, the Business Development Bank of Canada (BDC) continues to encourage funding that helps firms adopt technology, enhance processes, and diversify their export portfolios. This is consistent with broader government efforts to help SMEs leverage AI, automation, and digital tools to increase productivity rather than simply survive short-term cash problems. Banks and credit unions are increasingly offering advisory services alongside financing, assisting owners in modelling various repayment scenarios and understanding the risks of overleveraging with high-cost products.

Simultaneously, consumer and legislative pressure are forcing financial companies to incorporate

environmental and ethical criteria into their offerings.

Financing for energy-efficiency upgrades, sustainable technologies, and inclusive business practices can help SMEs future-proof their operations and secure better financing terms. This "sustainable borrowing" lens is still

forming, but it is expected to become increasingly important as regulations and investor expectations alter.

Image Courtesy: Canva

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Business Banking

Embedded Finance and Fintech Partnerships Fintech collaboration is another pillar of the new era in small company banking. Many banks are integrating finance into SMEs' existing tools, such as accounting platforms, e-commerce systems, and payment gateways, rather than providing isolated services. Lenders can use APIs and data connections

to offer pre-approved credit lines based on real-time cash-flow data, as well as pay-by-installment options at the point of sale.

For example, AI-enabled agents embedded into SME lending workflows may execute real-time

What Canadian SMEs Should Watch Next For CanadianSME readers, the message is clear: small-business banking is transitioning to a hybrid model that combines the trust and regulatory authority of traditional institutions with the speed and convenience of digital platforms. As more lenders adopt AI-powered underwriting, integrated financing, and digital advisory services, entrepreneurs will have access to faster options and more specialized products—as long as they are willing to share data securely and manage new risks.

In this context, SMEs should assess possible banking and finance partners based on three important factors: alignment with long-term business objectives, transparency of terms, and digital capacity.

Those who can carefully navigate this new environment will be wellpositioned to use the upheaval of 2026 as a springboard for longterm expansion.

eligibility checks, guide applicants through digital forms, and retrieve

verified data from banking and accounting systems to expedite KYC

and credit evaluation. This not only speeds up decision-making but also reduces errors and the manual back-and-forth between firm owners. Embedded financing is

especially beneficial for small businesses that lack formal finance

departments and rely on a few essential platforms to manage their operations.

These fintech cooperations are also transforming payments. Canadian SMEs are implementing mobile wallets, contactless methods, and "buy now, pay later" options to meet consumer demand for frictionless digital experiences. Financial institutions that incorporate current payment solutions into their SME offerings can help businesses remain competitive while better managing transaction costs and cash flow.

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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.

Cross-Border Tax

Challenges for Canadians Expanding into the United

By Adnan Khan

Image Courtesy: Adnan Khan

Canada and the United States share one of the world's largest trading relationships. As more Canadian entrepreneurs expand south of the border, many are surprised to learn that operating in the U.S. creates complex tax and compliance obligations that extend far beyond opening a company or bank account.

One of the most common mistakes business owners make is assuming that a U.S. Limited Liability Company (LLC)

offers the same tax treatment for Canadians as it does for U.S. residents. In reality, Canadian and U.S. tax rules often

treat LLCs differently, creating unexpected reporting requirements and potential double taxation issues if proper planning is not completed from the outset.

Canadian businesses operating in the United States may face various compliance obligations, including federal and state income tax filings, foreign reporting requirements,

payroll registrations, sales tax obligations, and information returns. Missing these filings can result in significant penalties, even when the business has little or no activity.

Cross border taxation also affects individuals. Canadian residents working remotely for U.S. employers, U.S. citizens living in Canada, and business owners with investments on both sides of the border often need specialized tax planning to avoid duplicate taxation and ensure treaty benefits are properly claimed.

Successful expansion requires more than simply registering a company. Business owners should carefully evaluate entity selection, ownership structure, tax residency, financing arrangements, transfer pricing considerations, and ongoing compliance requirements before entering the U.S. market.

Professional advice at the planning stage often saves substantial time, cost, and risk later. A well structured cross border strategy helps businesses remain compliant while focusing on growth opportunities in both countries.

At Tax Square Professional Corporation, we assist Canadian and U.S. businesses

with cross-border tax planning, corporate and personal tax compliance, U.S. LLC and corporation structures, bookkeeping, payroll, and ongoing advisory services.

Our goal is to simplify complex tax matters and help clients confidently navigate both tax systems.

Author, Adnan Khan, Founder of Tax Square Professional Corporation Adnan Khan, CPA, is a cross-border tax specialist and founder of Tax Square Professional Corporation. Licensed as a CPA in both Canada and the United States, he advises individuals, entrepreneurs, and corporations on Canadian, U.S., and crossborder tax matters. His practice focuses on tax compliance, strategic tax planning, U.S. LLC and corporate structures, and helping businesses navigate the complexities of operating across international borders.

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Top Canadian Banks Supporting SMEs in 2026

By Sk Uddin

In 2026, selecting the right business bank for Canadian small and medium-sized enterprises

(SMEs) is about more than just proximity. It is about selecting a partner that offers affordable fees, effective digital tools, and genuine support for diverse business owners, including newcomers, women, Indigenous entrepreneurs, and

LGBTQ+ founders. With more options than ever before—from the Big Five

banks to emerging digital players—SMEs expect flexibility, transparency, and speed.

Across the country, business owners consistently highlight three banking priorities: predictable costs, simple digital platforms, and access to financing when it counts the most. In response, Canadian banks and fintechs are introducing no-fee or lowfee accounts, integrated accounting tools, and faster financing processes aimed at time-pressed businesses.

Why the Big Five Continue to Lead Canadian Business Banking Canada's Big Five banks—RBC, TD, BMO, CIBC, and Scotiabank—remain key

players in SME banking, and each has increased its focus on small-company solutions. These organizations are known for their extensive national branch networks, diverse product offerings, and ability to combine everyday banking with credit lines, merchant services, and payroll services.

RBC's Digital Choice Business Account is frequently cited as an excellent

choice for digital-first entrepreneurs, particularly sole owners and startups seeking unlimited electronic transactions at a reasonable monthly fee. RBC also connects with platforms such as Ownr to make business registration and incorporation easier for budding entrepreneurs. TD and BMO, on the

other hand, offer tiered options that let business owners trade monthly fees for transaction limits, enabling more precise cost control for lower-volume enterprises. CIBC and Scotiabank continue to position themselves by offering accounts that require a minimum balance to offset or waive monthly fees, appealing to more established SMEs with larger cash reserves.

Beyond accounts, the Big Five continue to dominate credit products and consulting services for developing firms. Their relationship managers may help clients find term loans, operating lines of credit, business credit cards, trade finance, and industry-specific solutions for sectors such as agriculture and exports. This integrated strategy provides a substantial advantage for SMEs with complex requirements or those seeking to scale quickly.

Fast, Affordable, and Digital: The New Era of Banking The most major transition in 2026 is the increasing importance of digital-first business accounts, which compete fiercely on price and user experience. Newer platforms and alternative suppliers provide free or low-cost accounts with competitive interest rates on balances, support for several currencies, and cutting-edge features such as integrated expense management.

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Financial Services Venn, Float, and other digital suppliers are being acknowledged as the finest in their respective SME areas. For example, one popular no-fee digital business account allows for unlimited Interac e-Transfers and

generates interest on daily balances, making it suitable for cash-conscious companies that conduct most of their banking online.

Another digital platform stands out for businesses, combining multi-user corporate cards, integrated spend controls, and realtime spending tracking to significantly minimize the administrative strain on finance departments.

These challengers often do not own branch networks, but they compensate with user-

friendly apps, quick onboarding, and seamless connections with cloud accounting software such as QuickBooks and Xero. This

technique offers significant savings and time efficiency for small enterprises that manage funds online and don't need frequent inperson cash handling.

Export-oriented SMEs can benefit from a growing network of specialist financial providers offering FX solutions, crossborder payments, and multi-currency accounts. These services are especially beneficial for technology corporations, e-commerce brands, and professional services companies that bill clients abroad and seek to reduce foreign exchange costs.

What Matters Most to Canadian SMEs in 2026 With so many options available, the "best" business bank in Canada will differ based on a company's size, growth stage, and industry. However, many topics surface often in 2026 guides to the best business accounts and from SMEs themselves.

First, fee transparency is a primary objective. Small and

medium-sized enterprises (SMEs) prefer accounts with transparent monthly costs, transaction limitations, and e-

Transfer fees. Some opt for accounts that waive monthly fees with reasonable minimum balances. Second, the digital experience is crucial. Business owners demand mobile apps and online platforms that enable remote deposits, bulk payments, real-time transaction tracking, and integration

Specialized Support From BDC and Niche Providers

with their existing financial stack. Finally, SMEs are increasingly seeking inclusive and adaptable support, ranging from language accessibility and newcomer-friendly

Along with the big banks and digital rivals,

diverse entrepreneurs.

the Business Development Bank of Canada (BDC) continues to play a unique role as the only Canadian bank dedicated solely to entrepreneurs. BDC provides term finance, consulting services, and growth capital to innovative, high-potential SMEs, as well as specific programs for disadvantaged populations, such as women and Indigenous entrepreneurs.

While BDC does not normally offer regular business checking accounts, it frequently works in conjunction with a company's primary bank. SMEs can keep their existing banking account with a traditional or digital institution while using BDC for growth funding, technology adoption, or expansion initiatives. This layered strategy gives businesses access to both traditional banking services and specific entrepreneurship experience.

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onboarding to dedicated programs and education for

For CanadianSME readers, the essential message is that the

term "best" has become highly contextual. A solo consultant may prefer a digital-first, low-fee account with mobile tools.

However, a manufacturing corporation with big cash volumes and complex financing needs may benefit from a Big Five bank with a dedicated relationship manager and access to local branches. The good news is that by 2026, Canadian SMEs will have more options than ever before—and competition will drive all providers to innovate.

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.

Image Courtesy: Gordon Werstine

5 Cybersecurity Risks Professional Services Firms Can No Longer Ignore Why law, accounting, and consulting firms must address cybersecurity, governance, and business continuity risks in 2026

By Gordon Werstine, Vice President of Sales at Just Fix It

Cybersecurity risks for professional services firms are increasing as law, accounting, and consulting

organizations rely more heavily on digital systems to serve clients, protect confidential information, and maintain

business continuity. Technology is no longer a back-office function. It now plays a direct role in client trust, regulatory compliance, operational continuity, and profitability.

For firms in professional services, the old break-fix IT

model is increasingly out of step with current risk. Today’s threat landscape includes AI risks in professional services, AI-enabled fraud, shadow IT risks, connected office devices, and growing client expectations around

governance and resilience. The question for firm leaders is no longer whether cybersecurity and IT risks belong on the executive agenda. It is whether the organization is responding with enough urgency and discipline.

Five issues, in particular, deserve immediate attention.

2. Why Security Awareness Training Is No Longer Enough Traditional phishing training is no longer sufficient to manage cybersecurity risks for law firms, accounting firms, and consulting organizations. AI-enabled

impersonation attacks can now closely mimic the tone, language, and communication patterns of partners, clients, and finance leaders. Annual awareness sessions are not enough.

Professional services firms need continuous, behavior-based security awareness programs that help users

identify threats in real time and reduce the likelihood of fraudulent payments, credential theft, and reputational damage.

1. AI Risks from Public AI Tools One of the fastest-growing cybersecurity risks for professional services firms is the uncontrolled use of public AI tools. Many employees now use consumer-grade AI platforms for drafting, research, and summarization. The productivity gains are clear, but so are the governance concerns. Confidential client information may be entered into systems that sit outside the firm’s security, compliance, and audit framework. For firms with fiduciary obligations and privacy requirements, AI governance is no longer optional. AI tools should be deployed only within approved environments that align with firm policy and client expectations.

Image Courtesy: Gordon Werstine

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Technology Risk 3. Shadow IT Risks and Software Sprawl Shadow IT risks continue to grow as staff adopt third-party applications without central oversight. In many professional services firms, employees connect note-taking tools, schedulers, AI assistants, browser add-ons, and other cloud applications using corporate

5. Break-Fix IT vs Proactive IT Management The debate around break-fix IT vs proactive IT management is especially important for professional services firms. Break-fix support may appear economical in the short term, but downtime can quickly disrupt billable work, delay client service, and trigger emergency remediation costs. A more resilient approach emphasizes proactive monitoring, lifecycle management, business continuity planning, and accountability for uptime. In practical terms, proactive IT management reduces operational risk and turns technology into a managed business capability rather than an unpredictable expense.

credentials. Often this happens without malicious intent, but the

result is the same: less visibility into where firm and client data may flow. To reduce IT risks, firms

Image Courtesy: Gordon Werstine

need stronger software inventory practices, access controls, vendor review processes, and ongoing monitoring of connected applications.

4. Cybersecurity Risks from Connected Office Devices Connected office devices are

often overlooked when firms assess cybersecurity risks.

Conference room cameras, smart entry systems, printers, sensors, and other internet-connected devices are frequently treated as facilities assets rather than security assets. That is a costly assumption. These devices may operate with weaker controls and inconsistent patching, yet they remain connected to the same network environment as core business systems. Professional services cybersecurity strategies should include network segmentation and stronger oversight of operational technology so a compromised device cannot become a pathway into sensitive data or practice-management platforms.

Why Technology Governance Matters in Professional Services The common thread across these cybersecurity and IT risks is governance. Firms that continue to treat technology as a support

function will struggle to meet the operational, regulatory, and clientservice demands now attached to digital systems. Firms that lead are making technology oversight part of executive decision-making. In 2026, technology governance for professional services firms is no longer just a technical issue. It is a business and competitive issue.

For managing partners and firm executives, the next step is to assess whether current systems, policies, and oversight practices are aligned with the cybersecurity, compliance, and business continuity risks the organization now faces. Firms that act early will be better positioned to protect client trust, reduce disruption, and support long-term growth.

Author: Gordon Werstine Gordon Werstine is Vice President of Sales at Just Fix It, where he helps Canadian small and mid-sized businesses simplify technology, strengthen cybersecurity, and adopt scalable solutions that support growth.

With more than 15 years of experience spanning sales leadership, IT strategy, and digital transformation, he works closely with organizations in manufacturing, healthcare, and professional services to align technology decisions with business goals.

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Image Courtesy: Ashley Martinez

Why Your Revenue Feels Stuck (And It Has Nothing To Do With Marketing) The gap most growing businesses never find, and how to close it Ashley Martinez, Co-Founder & CMO, Grow Your Rev

The Gap Nobody Is Talking About consistently: most businesses have no clear picture of where their revenue actually comes from. They have transactions. They have customers. But they do not have visibility.

Visibility is not the same as data. Most businesses have plenty of data. They have Google Analytics, a CRM with contacts in it, and Image Courtesy: Nida Ateeq

monthly reports that get read once and filed away. What they do not have is a clear, connected understanding of which actions lead to revenue and which ones are just keeping people busy.

Without that visibility, every marketing decision becomes a guess. You add budget to ads that may or may not be working. You hire a new Nida Ateeq, Founder & Chief Revenue and Growth Architect, Grow Your Rev Most small business owners we speak with are doing the right things. They are posting on social media.

They are running ads. They have a website. Some even have a CRM. And yet, revenue feels stuck.

Conversations stall. Leads go cold. The funnel looks active but the results do not show up where it matters: the bottom line.

The problem is almost never the tactics. It is almost always the system underneath.

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salesperson without knowing where leads are actually dropping off.

You redesign the website when the real issue is the follow-up sequence that goes quiet after day three.

What Revenue Visibility Actually Means Revenue visibility is the ability to answer three questions clearly, quickly, and with confidence: Which part of my business is actually driving growth right now?

Where am I losing revenue I should be keeping?

What is the single highest-leverage action I can take next?

These sound simple. They are not easy. Most businesses cannot answer all three without pulling data from three different tools, running a report nobody fully trusts, and making a few educated guesses along the way. That gap between having data and having clarity is exactly where growth stalls.

When a business can answer those three questions, everything changes. Marketing spend becomes intentional instead of hopeful.

Sales conversations get sharper because the team understands exactly where qualified leads come from. Operations stop being a cost center and start being a competitive advantage.

Sales & Marketing The Messaging Problem Hiding Inside the Revenue Problem There is another layer that most revenue conversations miss, and it sits at the intersection of product marketing and growth strategy. Even when a business has strong visibility into their numbers, they often struggle to convert because their messaging is not doing the right work.

Product marketing is about translating what you build into language your customer recognizes as the solution to their problem. When that translation is off, even the best funnel underperforms. Leads come in but do not

convert. Demos go well but deals do not close.

The product is good. The offer is strong. But

Building for Sustainable Growth Sustainable growth does not come from the best campaign. It comes from the best system. A system that connects your marketing activity to your sales motion. A system that makes your messaging consistent from the first ad to the final contract. A system that tells you, in real time, what is working and what needs to change.

Small businesses often believe that kind of infrastructure is only available to larger companies with bigger teams and bigger budgets. That is no longer true. The tools exist. The frameworks exist. What most businesses are missing is someone who can look at the whole picture, identify the gaps, and build the connections that make the system work.

something in the communication is creating friction.

Start With Clarity

The fix is not a new tagline. It is a structured look at how your positioning, messaging, and sales

If your revenue feels stuck, the answer is probably not a new marketing strategy. It is not a bigger ad budget. It is

that alignment exists, conversion rates improve without changing the product or doubling the ad

what to fix first.

narrative connect to the specific problems your best customers are actually trying to solve. When

spend.

The Fix Is Not More Spend The instinct when growth stalls is to spend more.

More ads. More content. More tools. A bigger team. But more spend on top of a broken or unclear system does not fix the system. It just accelerates the bleed and makes the problem harder to diagnose later.

What most businesses need first is an honest audit: a structured review of the funnel, the data, the messaging, and the operations with the specific goal of finding what is costing revenue.

Not a general assessment. Not a strategy deck. A focused look at what is actually happening versus what the business thinks is happening.

Most businesses find two or three clear, actionable opportunities within the first session.

Those opportunities, addressed in the right order, move the needle faster and more efficiently than any new campaign or channel addition.

not a new hire. It is clarity. Clarity on what is already happening in your business, where the gaps are, and

Get that clarity. Build the system. Then grow from a foundation that is designed to hold the weight of the growth you are working toward.

That is where sustainable revenue starts. And in our experience, it is closer than most business owners think.

Author: Ashley Martinez Ashley Martinez is the Co-Founder and CMO at Grow Your Rev, bringing deep expertise in product marketing, go-to-market strategy, and brand positioning. Ashley has helped businesses at every stage of growth craft the messaging, systems, and campaigns that connect what they build to the customers who need it most. Her product marketing background gives her a unique lens for translating business complexity into clear, compelling growth narratives.

Author: Nida Ateeq Nida Ateeq is the Co-Founder and Chief Revenue and Growth Architect at Grow Your Rev, a revenue-focused growth firm helping businesses across Canada and the United States build systems that turn marketing into measurable results. With a background spanning demand generation, lifecycle marketing, and RevOps, Nida works with clients ranging from solo founders to private equity-backed portfolios to identify revenue gaps and build the infrastructure to close them.

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