OBJ Flagship April 2026

DAVID ROSS AT 60: WHAT'S NEXT?

CITY BUILDING

POWERING

THE FUTURE

OTTAWA'S FAVOURITE BUSINESS BOOKS

HARD THINGS

TED WAGSTAFF REFLECTS ON LIFE AND WORK — AFTER CANCER

EXECUTIVE REPORT: DEFENCE AND SECURITY +

PUBLISHER’S LETTER

The promise of defence, the threat of an unchecked bureaucracy

For as long as I can remember, tech icon Terry Matthews has preached irrefutable truths to entrepreneurs and officials. Sir Terry’s wisdom is top of mind as the city’s business leaders reorient themselves to address urgent defence and security needs.

Let’s start with one of Sir Terry’s most uttered phrases: “Timing is everything.” This goes far beyond the usual “right place, right time” advice. What Matthews is truly talking about is identifying unique periods of technological disruption, when the old ways are giving way to new technologies. As evidenced in Ukraine, the nature of warfare has changed. What NATO leaders are observing in Ukraine is that electronic warfare, drones and “digital battlefield” technology can determine military outcomes. Think about this new era as software, sensors and silicon. Does that sound like Ottawa? You bet.

OBJ recently convened a stellar group of defence experts for a roundtable discussion that laid the groundwork for an executive report inside this magazine. What became increasingly clear during the roundtable is that Ottawa is ideally positioned to seize this opportunity. Not only because of its technological prowess, but also because of the scores of former military leaders who have a deep understanding of what’s needed in this new era of warfare.

There were so many examples of “right time” companies that participated in the roundtable. Charles Barlow served as intelligence officer for two decades before co-founding the Robotics Centre, which is winning international attention for its drone technology. Hugo Hodgett also worked in military intelligence with CANSOFCOM and CSE before founding H2 Analytics, which uses AI to automate complex training environments for military and other security services. Finally, CAF veteran Michael Nelson, founder of Tactiql, is helping soldiers turn overwhelming amounts of battlefield information into actionable data. Amazing, all of this is happening right here in Ottawa. However, that optimism was tempered by a dose of bureaucratic reality.

PROCUREMENT AS INDUSTRIAL POLICY

Let’s return to Sir Terry. Whenever he gets the ear of public officials, he shares another piece of advice: governments in Canada should play a bigger role as “reference customers” to growing domestic companies. By all accounts, Prime Minister Mark Carney seems to share the same perspective, especially for defence and security spending. Faced with mounting pressure to meet NATO defence spending commitments, the prime minister saw the potential to build an industrial strategy through increased military spending.

Based on the OBJ roundtable discussion, the biggest threat to the prime minister’s strategy is a severely broken procurement system. (At the Mayor’s Breakfast in February, retired Gen. Rick Hillier delivered a mic-drop moment when he referred to the public service as the real “official opposition” when it comes to serious change in defence procurement.)

Roundtable participant Jeff Hamilton, a retired rear admiral now working with EY, said it could take years for the government to make meaningful changes in procurement because it needs a “workforce with the right skill sets.”

The promise of “right time” defence companies can be undone by an unchecked bureaucracy. This bureaucracy is so focused on avoiding mistakes that it could prevent Canada from fostering a domestic defence and security industry.

MICHAEL CURRAN PUBLISHER publisher@obj.ca

Dear Ottawa,

Let’s get growing!

Canada’s Forest Trust Corporation and the City of Ottawa are working together to plant and protect trees in our community. We’re mobilizing businesses, community leaders and residents to drive climate action today and for generations to come.

April is Earth Month. See our partners and get involved:

Photo: City of Ottawa

EDITOR’S LETTER

Here’s to those things that connect us — and make us human

There’s one thing I really like about business journalism. It’s not the financials, the corporate governance or the HR trends, although those are all pretty interesting. No, for me it’s about the people — what motivates them, what occupies their thoughts, how they mesh the personal with the professional. What makes them, well, human.

In this issue, OBJ senior features writer David Sali sits down with one of the city’s most wellknown — and most thoughtful — CEOs, David Ross. The topic? Retirement. As Ross himself points out, turning 60 can mess with your head. I can attest to this, having just hit that milestone myself. Suddenly, you’re in a strange new place. You remember your 35-year-old self, dreaming of “freedom 55,” when you would leave everything behind and go sailing off around the world. Then you hit 55, after decades of professional wins and losses, and things look much different. For many of us, our work defines us. At the very least, it provides structure and meaning to our days. And so you find yourself looking at retirement not as the freedom to sail around the world, but as something much deeper and more personal, tinged with all sorts of unexpected emotions and practical concerns. A smart person once said to me, “You should retire to something, not from something,” and I’m just now understanding those wise words. Of course, an entrepreneur like David Ross takes these reflections to a whole other level. It’s a fascinating piece that I think will resonate with many of us.

It was equally inspiring to follow Ted Wagstaff’s emotional journey from cancer diagnosis through intense treatment and how he’s emerged in remission, more determined than ever to work and play hard, while also contributing to his community. I think it speaks to our shared humanity, those fears that lurk at the back of our minds, wondering how we would fare in such a situation. And it’s another example of how our professional lives can bring purpose and meaning, even in the darkest of moments. Many thanks to Ted for sharing his experience with OBJ reporter Marissa Galko.

And, speaking of combining the personal and professional, Marissa also took a deep dive into what it would take to accommodate 40,000 more residents in our downtown core. It’s an admirable goal, an integral part of revitalizing and re-imagining the downtown as more than a nine-to-five destination. So we tried to think about all the things that a person needs to live: housing, amenities, greenspace, leisure and entertainment activities. Does Ottawa’s downtown have what it takes?

GETTING POWERED UP

Finally, a word about this year’s City Building report. I have to admit, I wasn’t sure how exciting it would be to write about energy infrastructure. But it’s been truly intriguing to learn about the new technologies and techniques being built and deployed right now, right here in Ottawa. Whether hydro, solar, wind or wastewater, the engineering of it all is fascinating. And it becomes even more so as you learn how population growth and the demands of our ever-evolving digital world are creating an almost insatiable need for power. Thanks to James Raiswell for once again compiling this unique report.

Enjoy,

ANNE HOWLAND EDITOR IN CHIEF editor@obj.ca

Ottawa’s Leading Design-Build Firm for Complex Projects

OakWood is a fourth-generation, family-led Design-Build firm with more than 10,700 completed projects. Our studios provide in-house architectural design, 3D planning, custom homes, major renovations, multi-unit developments, commercial construction, and kitchens through a fully integrated process built on expertise and precision.

What Makes OakWood Different?

In-house architectural design team

Phased investment control system

Design-to-Budget approach

Real-time cost transparency

Financial stability & longevity

ESSENTIALS

DATEBOOK

The best of spring 12

ICYMI

Check it out on obj.ca 14

MAKING AN IMPACT

Devinder Chaudhary: Care and dignity 124

THE LIST

Engineering firms 126

FEATURES

40K MORE RESIDENTS

DOWNTOWN

Do we have what they'll need? 16

TECHOPIA

David Ross looks to the future 32

LIFESTYLE

BUSINESS BOOKS

What's hot in Ottawa 22

REPAIR & REBUILD

Ted Wagstaff's cancer journey 28

- SABRINA LEMAY, EXECUTIVE DIRECTOR OF THE CENTRETOWN BIA.

PHOTO BY MARK HOLLERON

HOW TO REACH US

OBJ INSIDER SUBSCRIPTIONS

Ottawa Business Journal PO Box 91585 Ottawa, ON K1W 1K0 subscribe@obj.ca

OFFICE OF THE PUBLISHER 613-696-9491 publisher@obj.ca

OFFICE OF THE EDITOR IN CHIEF 613-696-9480 editor@obj.ca

LETTERS TO THE EDITOR editor@obj.ca obj.ca/submit/story No faxes

GENERAL SALES

613-696-9494 sales@obj.ca obj.ca/advertise

FINANCE DEPARTMENT

613-696-9490 accountant@greatriver.ca

PERMISSIONS + REPRINTS 613-696-9494 info@obj.ca obj.ca/submit/reprints

SUBSCRIBE

PUBLISHER MICHAEL CURRAN

EDITOR IN CHIEF ANNE HOWLAND

CHIEF OPERATING OFFICER CHERYL SCHUNK

CREATIVE DIRECTOR TANYA CONNOLLY-HOLMES

EDITORIAL

SENIOR FEATURES WRITER DAVID SALI 613-696-9481 david@obj.ca

REPORTER MARISSA GALKO 613-696-9492 marissa@obj.ca

REPORTER MIA JENSEN 613-696-9501 mia@obj.ca

CONTRIBUTORS: SONIA MENDES, JAMES RAISWELL

PRINT + DIGITAL DESIGN

CREATIVE DIRECTOR TANYA CONNOLLY-HOLMES 613-696-9487 creative@greatriver.ca

GRAPHIC DESIGNER CELINE PAQUETTE 613-696-9486 celine@greatriver.ca

SALES + MARKETING

ADVERTISING SALES CINDY CUTTS

613-696-9580 cindy@obj.ca

ADVERTISING SALES ERIC DUPUIS 613-696-9485 eric@obj.ca

ADVERTISING SALES ROBYN HUNTER 613-696-9483 robyn@obj.ca

MARKETING CAMPAIGN MANAGER NIKI ABDOLWAHABI 613-696-5931 niki@obj.ca

SALES + CAMPAIGN EXECUTION SPECIALIST IHSAN (ISSY) YOUSIF 613-696-9536 issy@obj.ca

OPERATIONS + SUBSCRIPTION SUPPORT

AUDIENCE DEVELOPMENT & EVENTS SPECIALIST SUSAN HABIB 613-696-9572 susan@obj.ca

OTTAWA BUSINESS JOURNAL IS PUBLISHED BY

CO-FOUNDER MARK SUTCLIFFE

PUBLISHER MICHAEL CURRAN

All content of Ottawa Business Journal is copyright 2026. Great River Media Inc. and may not be reproduced in any form without permission of the publisher. Publisher’s Liability for error: The Publisher shall not be liable for slight changes or typographical errors that do not lessen the value of an advertisement. The publisher’s liability for other errors or omissions in connection with any advertisement is strictly limited to publication of the advertisement in any subsequent issue or the refund of monies paid for the advertisement. A guaranteed minimum of 3,500 copies are printed and distributed.

News + Data = OBJ Insider

An OBJ Insider subscription gives you access to powerful news and data. Keep informed and identify new business opportunities.

Exclusive online content

OBJ Data Centre

Printed publications mailed

Email newsletter summaries

Monthly prize draws

obj.ca/subscribe

Datebook

Networking and events to put a spring

in your step

APRIL

Canadian Franchise Association National Convention

This event brings together franchise leaders from across Canada, the U.S. and beyond for three days of networking and learning.

When: April 18-20

Where: The Westin Ottawa, 11 Colonel By Dr., Ottawa

Find out more: tinyurl.com/267dt8x4

Future of Business Summit

Join the Canadian Chamber of Commerce for two days of insightful conversations on the future of business in Canada.

When: April 20-21

Where: Rogers Centre Ottawa, 55 Colonel By Dr., Ottawa

Find out more: tinyurl.com/pkbf5v4r

City Building Summit

MAY

NACO Summit

An annual event presented by the Ottawa Board of Trade and OBJ that brings together city-builders to discuss what is on the horizon for Ottawa's future.

When: April 28, from 7:30 a.m. to 6 p.m.

Where: Rogers Centre Ottawa, 55 Colonel By Dr., Ottawa

Find out more: tinyurl.com/49vr34vh

The National Angel Capital Organization Summit brings together delegates from across the innovation ecosystem, including founders, investors and innovation leaders.

When: May 5-7

Where: National Arts Centre, 1 Elgin St., Ottawa

Find out more: tinyurl.com/yrfnyc6n

Do you have an event of interest to the business community? Let us know at editor@obj.ca

Spark Soirée

Join the Ottawa Network for Education for its annual event bringing together community leaders, partners and supporters to celebrate and raise funds for the thousands of students who benefit every school day from ONFE’s programs.

When: May 6, 6 p.m. to 10 p.m.

Where: Infinity Convention Centre, 2901 Gibford Dr., Ottawa

Find out more: tinyurl.com/4ym6w7ha

Gala RGA 2026

Join the Regroupement des Gens d’Affaires de la capital nationale for its annual gala celebrating the region’s business leaders.

When: May 7, from 5 p.m. to 9:30 p.m.

Where: Chateau Cartier Hotel & Resort, 1170 chemin d’Aylmer, Gatineau

Find out more: tinyurl.com/ezjn7m8b

Evening in the Maritimes

Enjoy an evening of fine dining, entertainment and silent and live auctions in support of Able2 and people with disabilities in Ottawa.

When: May 14, 6 p.m. to 9:30 p.m.

Where: The Westin Ottawa, 11 Colonel By Dr., Ottawa

Find out more: tinyurl.com/527wv5xa

The Canadian Tulip Festival

The Canadian Tulip Festival was established to celebrate the symbol of friendship between Canada and the Netherlands after the Second World War. It remains one of Ottawa’s best-attended festivals.

When: May 8-18

Where: Commissioners Park, Ottawa

Find out more: tinyurl.com/yc5h6r7b

Paint the Town Pink

This fundraising event supports the arts industry of Ottawa-Gatineau while offering live music, great food and a chance to connect with other Ottawa professionals.

When: May 21, 5:30 p.m. to 8:30 p.m.

Where: Ottawa Art Gallery, Alma Duncan Salon, 50 Mackenzie King Bridge, Ottawa

Find out more: tinyurl.com/46ey73rx

Tamarack Ottawa Race Weekend

In support of The Ottawa Hospital, join hundreds of other racers in 5K, 10K, halfmarathon and marathon races to create a healthier tomorrow.

When: May 23-24

Where: Downtown Ottawa

Find out more: tinyurl.com/5xz4cz6k

CHEO’s Mental Health Gala

Enjoy a gourmet five-course dinner, complimentary wine, silent auction, guest speakers and entertainment while raising money for CHEO’s mental health programs

When: May 29, 6 p.m. to 12 a.m.

Where: Infinity Convention Centre, 2901 Gibford Dr., Ottawa

Find out more: tinyurl.com/3vbydde3

JUNE

Taste for Hope 2026

A culinary event to raise awareness of homelessness in the city and raise funds for the Shepherds of Good Hope Foundation.

When: June 3, 6 p.m.

Where: Brookstreet Hotel, 525 Legget Dr., Ottawa

Find out more: tinyurl.com/4fx8e77v

Forty Under 40 Gala

Join OBJ and the Ottawa Board of Trade in celebrating 40 of the city’s most dynamic young leaders under the age of 40 who exemplify business excellence, professional achievement and a commitment to building a stronger community.

When: June 18, 6 p.m. to 10 p.m.

Where: Casino Lac-Leamy, 1 Boulevard du Casino, Gatineau

Find out more: tinyurl.com/mrc26apn

Ottawa Jazz Festival

Celebrating its 45th anniversary, Ottawa’s jazz festival showcases the best of jazz with acts such as Jeff Goldblum & The Mildred Snitzer Orchestra, Willow, The Soul Rebels and Ibrahim Maalouf.

When: June 19-28

Where: Multiple locations around downtown Ottawa

Find out more: tinyurl.com/ywwppz5c

Energy Forum 2026

This event will hear from leaders in industry, government and the community on the systems, partnerships and policies needed to power Ottawa’s future.

When: June 23, 9 a.m. to 1 p.m.

Where: Brookstreet Hotel, 525 Legget Dr., Kanata

Find out more: tinyurl.com/ytvsxhdm

Don’t miss these stories on OBJ.ca

Jessie Cullen takes the helm at BeaverTails Ottawa

Jessie Cullen started working with BeaverTails Ottawa when she was 14 years old. Now, she’s taking over as CEO for the National Capital Region. Cullen studied strategic management at McGill University before taking on roles in management with BeaverTails and Altea Ottawa and in marketing at Quebecbased company Marketing Blendz. Now at the helm of BeaverTails Ottawa, Cullen said she plans to put her marketing experience to good use, noting that the business hasn’t yet found its groove in the digital world.

Rogers Centre Ottawa CEO Lesley Pincombe’s vision for events

With Ottawa conferences and events seeing record-setting attendance, the new president and CEO of Rogers Centre Ottawa, Lesley Pincombe, plans to keep the trend going. In a conversation with OBJ, Pincombe describes Ottawa’s current period of transition, how the city’s reputation is changing on the international stage, and how businesses can play a role in making the city a sought-after destination for major events.

Mayor makes housing a priority in 2026

Last year, Mayor Mark Sutcliffe announced a task force with the goal of streamlining the housing approval process. That group developed the housing action plan, outlining 53 measures that would allow local homebuilders to build more houses in less time. Since the announcement of the plan, nearly half of the recommendations have been implemented and the mayor says the remaining measures will be the priority in 2026.

Five big things that could impact tourism in Ottawa

According to the president and CEO of Ottawa Tourism, 2025 was a banner year in the city. OBJ sat down with Michael Crockatt and Catherine Callary, vice-president of destination development, to discuss tourism, from Ottawa’s 200th anniversary celebrations to hosting sporting events, and compiled a list of five things with the potential to shape the tourism sector in 2026 and beyond.

Meet some of the city’s hottest solo tech founders

Local entrepreneurs are building companies in fashion, AI, space-tech, gaming, web platforms and event technology, but sometimes without the teams that many venture capitalists prefer. Data shows solo founders survive longer and generate higher revenue per employee than co-founded teams, yet receive only 17 per cent of VC funding, despite representing nearly 40 per cent of all startups. What makes Ottawa’s solo founders tick?

High-speed rail and Ottawa’s labour market

High-speed rail could make Ottawa more of an economic hub, but HR experts say local businesses will need to be ready. While the high-speed rail network could help local businesses attract more talent, Ottawabased talent may also look elsewhere for work. Ottawa businesses will need to home in on their competitive edge to attract and retain staff.

New head of ByWard Market District Authority wants to ‘make a splash’

Victoria Williston, the new executive director of the ByWard Market District Authority, wants to bring more high-profile events to the area while focusing on the structures and policies needed to make the organization function effectively. In an interview with OBJ, Williston spoke about what the BMDA has in store for 2026, including a renewed night ambassador program, and the 200th anniversary of the ByWard Market in 2027.

Tech firms that have made Lansdowne Park home

While the natural choice for many tech firms might be to settle in Kanata among their peers, Brock Murray of seoplus+ isn’t the only founder of a tech or digital-first company that has decided to call Lansdowne Park home. A short walk away from the office of seoplus+ is cybersecurity company Field Effect and e-commerce software firm Noibu. Could Lansdowne become Ottawa’s second tech hub?

Industrial real estate and the defence sector

As Canada ramps up military spending and Ottawa strives to become a defence innovation hub, commercial real estate brokers say there’s surging interest in industrial properties that could cater to contractors working on new fighter jets, helicopters and other equipment. The expected uptick in demand for local industrial space among defence-related tenants comes as sales and leasing activity in the sector is levelling off.

MARISSA GALKO

When most people think of downtown Ottawa, they picture national monuments, heritage buildings, government offices, and proximity to beautiful natural spaces. They might also think: boring.

Ottawa is a government town, after all, and the downtown has been known for many years as a vibrant place on an average workday, but not so much after close of business or on the weekend.

As with many downtowns across the globe, the pandemic exacerbated the problem. Suddenly, the streets were empty of civil servants and office workers. Businesses wilted,

"We want more traction. We want more business as Centretown is expanding

... How could we not achieve this?"

- SABRINA LEMAY, EXECUTIVE DIRECTOR OF THE CENTRETOWN BIA.

the entertainment scene stuttered to a halt and the real estate market went into limbo.

And so, the conversation around Ottawa’s downtown began to shift. Was it enough to entice workers back to the office? Or was a new approach and a new vision needed? Many stakeholders began to think beyond the nineto-five to a 24-hour economy.

In May 2024, the Ottawa Board of Trade launched the Downtown Ottawa Action Agenda, detailing 60 steps to bring new life to the city’s downtown core by 2034. The plan was developed with the Canadian Urban Institute, the City of Ottawa, Ottawa Tourism, Invest Ottawa, BOMA Ottawa, and the National Capital Commission.

It described four main things that were needed to make the downtown desirable: creating affordable, walking, amenity-rich communities; investing in infrastructure, public realm and placemaking; increasing employment and diversifying the economy; and making the area inclusive by ensuring safety.

The plan also set out some “big moves.”

One was to add 40,000 new residents to the downtown core by 2034. Such a move would yield an additional $120 million annually in residential property taxes and $778 million in annual local spending, the plan stated.

Ottawa’s downtown — with boundaries that stretch from the Rideau River to the east, the Ottawa River to the north, the Queensway to the south, and the Line 2 LRT to the west — is already home to about 75,000 people. We explored what would need to change to attract 40,000 more residents.

WHY 40,000?

Jennifer Barrett is the managing director of programs, planning and policy at the Canadian Urban Institute and was that organization’s point person in developing the plan for downtown Ottawa. According to her, the 40,000 was an estimate of the number of people who may not have returned downtown for work post-pandemic.

“We were looking for a number that would suggest a level of density that would help replace some of the office workers that are not coming downtown on a regular basis,” she said. “But then also to grow downtown (in) recognizing that there’s a fair bit of underutilized property, particularly in the LeBreton Flats area. There are other areas of the city that could be intensified with smaller infill development to bring up the density that would … make for a more vibrant downtown that’s not empty after five o’clock and on the weekends.”

The figure was also chosen because it was attainable. While Barrett calls 40,000 new residents “an ambitious goal,” she believes it’s doable.

“We looked at what had been the trajectory of development permits and new building permits for the downtown, both in past years and what was already in the pipeline,” Barrett explained. “We looked for a bit of a stretch goal, which meant that you assume development permits would increase, particularly with larger sites. We knew that there were some office conversions.”

The 40,000 could be reached, Barrett said, with the addition of 18,000 to 20,000 residential

"I think the core is still felt as a place of work when, in reality, there's thousands of residents here ... You walk down Sparks Street after 5 p.m. and it’s a ghost town. It’s an opportunity missed."

- JESSICA TRAINA

units over 10 years. The key to success, she added, will be in ensuring that all the pieces of the puzzle fall into place, from diverse, affordable housing to supporting amenities, greenspace and entertainment opportunities.

A PLACE TO LIVE

The goal hinges on making sure people have somewhere to live downtown. Kaite Burkholder Harris, executive director of the Alliance to End Homelessness Ottawa, said the city doesn’t currently have enough housing units to accommodate 40,000 new residents.

“I think one of the big challenges is there’s a lot of office conversion talk (that sounds) sexy but it’s often not that practical because the floorplan of an office is very different from the floorplan of an apartment building where you have 10 units on a floor,” she said. “We don’t have enough buildings. We don’t have enough residential opportunities and we’re going to have to be really creative with how we use the space downtown.”

To accommodate 40,000 more people,

Burkholder Harris said a mix of medium-sized and large developments is needed downtown.

“I still think, to some degree, low-grade density is doable if we’re talking (about) four-, five-, six-storey walk-ups. We’re also expanding the downtown with the LeBreton (Flats) project. I think that’s probably the space where there are more opportunities for some of those larger buildings to increase density … We’re also going to have to look at where the opportunities are for some medium-sized apartment buildings that are going to be really crucial.”

More people could be attracted to living in the core if there were a greater number of affordable housing options for all demographics, she added.

“I think a lot of people may be willing to adjust the expectation of a single-family home with a backyard if you have really good parks and public spaces … if it was affordable, (many people) would choose to live in a more central place … that’s the biggest thing lacking right now,” she said.

“One thing we have going for us in Ottawa

is that we have really good public schools downtown, which is a big attractor for young families. Seniors want to downsize anyway,” she added.

There are a number of risks to weigh, Burkholder Harris cautioned, such as the health of the real estate market, the fallout from U.S. tariffs, and the state of homelessness in the city.

“The big things we can’t control are the market and the tariffs. If we lose a ton of public-service jobs in Ottawa and the cost of housing being astronomical, how are we going to build? In terms of people experiencing homelessness, it’s a relatively small number of people who are in deep distress, but we need to provide them (with) proper support. If we don’t do that, I’ll be honest, I think people won’t feel safe enough downtown and they won’t be attracted to it.”

Since land for development isn’t abundant in Ottawa’s downtown, smaller, older buildings may need to make way for larger residences –something that may lead to people losing their homes through “renovictions,” she added.

While much needs to be done, attracting 40,000 people to live downtown by 2034 could be possible, she said.

“Let’s say you’ve got three to four big towers around LeBreton (at) 4,000 to 5,000 units (each). You’re up to 15,000 to 20,000 (residents) to start … I think it’s possible, density-wise. You’d need some big builds, but between that and a lot of low-rises, you could add 40,000 (people).”

From the perspective of housing, Burkholder Harris gave the plan for 40,000 more residents a B+.

THE NEED FOR MORE GREENSPACE

William van Geest, executive director at Ecology Ottawa, said he isn’t sure if there is enough greenspace to accommodate 40,000 more residents downtown.

“Adding 40,000 people would introduce additional strain. If we talk about the (Rideau) Canal area, there are valuable areas of greenspace and then you have the occasional park. But one aspect of greenspace and trees in particular that researchers have identified is proximity. It does no good for me to have a tree or (larger) greenspace a 20-minute walk away.”

The City of Ottawa has a goal of achieving 40-per-cent tree canopy coverage. A recent report showed an increase in coverage from 34 per cent to 36 per cent between 2017 and 2022.

The target may have to be adjusted, van Geest said, if more people choose to call Ottawa home, adding that coverage in many city wards remains less than 20 per cent.

“We don’t have the greenspace that we need currently (and by) adding 40,000 people, it’s hard to see how that will improve.”

One thing that won’t help Ottawa’s greenspace goals is an increasing number of developers choosing to pay a fee in lieu of providing parkland, van Geest said.

“It seems that developers are increasingly opting for that possibility, which is too bad, because the whole point of the parkland provision is (to allow for greenspace in) proximity to where the development is occurring. It’s a worrying trend.”

To bring downtown Ottawa’s greenspace to where it needs to be to accommodate scores of new residents, the city should look at converting unused paved areas back to greenspace.

“We’ve paved over so much of the urban and suburban areas that it makes things really difficult. You can’t plant trees in concrete,” van Geest said.

What can be done? Van Geest suggests finding new ways for people to get around town.

“Reducing car dependency and therefore

the infrastructure devoted to cars would just be an absolute game-changer … We really need to have mixed-use neighbourhoods so that people don’t need to travel across town to get groceries, go to the doctor or to the library, “ he said.

At the Canadian Urban Institute, Barrett said while Ottawa is rich in greenspace, not all of it was intentional.

“Downtown Ottawa does have a fair bit of greenspace, or open space, but not all of it is programmed. It tends to be what we call ‘passive greenspace.’ It’s parks to walk through or space like the area in front of City Hall. What’s important when we think about bringing more people living downtown is to make sure that those spaces are really programmed and used well so they provide the kind of recreational opportunities for people who won’t have access to a backyard,” Barrett said.

From the perspective of greenspace, van Geest gave the plan for 40,000 more residents a C+.

MAKING SURE THERE ARE AMENITIES

When it comes to amenities in the downtown core, Ariel Troster, city councillor for Somerset Ward, said it’s a chicken-and-egg situation.

“You get amenities as the people come,” she said, “as we saw with the new grocery store that opened (on Queen Street). When the population hit a certain point, it became desirable for that business to enter the market and the neighbourhood.”

While Troster said the core is “well-served” for grocery stores, she said she has heard calls for a new grocery store in Little Italy. “I think that makes a lot of sense for that neighbourhood, which is still within the core. They’re going to see between 7,000 and 10,000 new people move in within the next 10 years.”

There are also calls for a hardware store in Centretown, but Troster said that type of business will come as population density increases. All in all, she said the downtown core is doing pretty well in terms of amenities.

“We have a brand-new library that is about to open, which is close to LeBreton Flats. We just spent $40 million on the cycling lanes on Albert Street and there’s a bike lane going in on Gladstone (Avenue) and Gilmore (Street),” she said, adding that Plant Recreation Centre on Somerset Street will be expanding and a new park will be built on the site.

“I think we squeeze every last inch of value out of community recreation space,” she said.

Troster said the city has also invested in public amenities such as Centretown BIA’s Street

REPORT CARD

The experts weigh in on whether the downtown has what it takes to add 40K residents

A Housing B+

Amenities

Restaurant, entertainment and nightlife scene

B Greenspace C+

WHAT MAKES A BUSINESS THRIVE?

TENACITY AND SMART LEGAL ADVICE.

Seats program. “We’re having these animated pop-up spaces with performances, events and activity meetings. We did that on Bank Street last year. This year, we’re doing it on Bank Street and we’re also extending (it) into Chinatown.”

SabriNa Lemay, executive director of the Centretown BIA, said she’s looking for more businesses that cater to residents’ needs, such as grocery stores, gyms and medical offices.

“I think we need that down here and we’re ready for it. We do have Messine’s (Independent) Grocer and (Food Basics). We have a Farm Boy. We want more traction. We want more business as Centretown is expanding,” she said, pointing to a specific need for more medical offices downtown.

“Just seeing the way the different BIAs have come into play and the changes internally with the city and the board of trade, everybody is on board. How could we not achieve this?”

From the perspective of amenities, Lemay gave the plan for 40,000 more residents an A.

ADDING ENTERTAINMENT AND NIGHTLIFE

Jessica Traina, known on social media as “jessicaexploring,” is intimately familiar with Ottawa’s downtown core. Her social pages are dedicated to showcasing what the city has to offer, from festivals and events to restaurants and best-kept secrets.

When it comes to whether downtown Ottawa has enough to offer thousands more residents plus tourists, Traina said it’s not about adding more offerings, but instead having existing businesses change their hours to go beyond the traditional nine-to-five.

“I think the core is still felt as a place of work when, in reality, there's thousands of residents here. If there's an expectation of tens of thousands more (to be added), Centretown has a ton of places to go but a lot of them (have hours that match) the nine-to-five work days,” she said.

“It’s just the hours of operation (for restaurants and bars) that need to shift … You walk down Sparks Street after 5 p.m. and it’s a ghost town. It’s an opportunity missed.”

She’d like to see provisions made to ensure that when ground-floor retail space becomes available, a portion goes to food and beverage businesses. “I think that putting a bit of a focus on that, if it is possible, would definitely elevate the downtown core and not crowd the few places that are open later, if there isn't much modification on the general hours of operation.”

Traina said she’s been encouraged by the progress the city has made in improving the nightlife scene. “I really think that was a

"We’ve paved over so much of the urban and suburban areas that it makes things really difficult. You can’t plant trees in concrete."

- WILLIAM VAN GEEST

huge jump towards (making Ottawa feel like) Toronto or Montreal and I was happy to see it.”

Another project that would make the downtown more attractive to residents is the development of an entertainment district at LeBreton Flats, with a new arena, shopping district and restaurants, she said.

“I’m very Team LeBreton Flats,” she said. “When I visit Montreal or Toronto, I’ve always thought it’s so cool to have your main stadium right downtown. It would be such an asset to live there and be able to just catch a game and not have to make a whole event out of it.”

From the perspective of the restaurant, entertainment and nightlife scene, Traina gave the plan for 40,000 more residents a B.

TRACKING PROGRESS

Ottawa Board of Trade president and CEO

Sueling Ching is confident the city will be able to add 40,000 more residents to Ottawa’s downtown core by 2034, but said progress needs to be tracked.

“We’re still figuring out how best to calculate it so that we can give an update to the public. We’re looking at what are the major developments, what are the forecasted units and trying to add those up (to get an) anecdotal level that we’re confident in,” Ching said.

Accomplishing the goal will be possible by adhering to the steps outlined in the Downtown Ottawa Action Agenda and working closely with key stakeholders, she said.

“We’re going to launch a policy council, which will bring the industry perspective into the conversation a little bit more. We’re feeling very positive about the work of both the NCC and the city,” she said, adding that Ottawa’s Housing Action Plan should break down many barriers to development.

Next steps will include ensuring that the downtown core has enough amenities to accommodate new residents, as well as improving Ottawa’s transit system, she added.

“As we are building up the housing market, we need to be looking at how we built out the amenities in the neighbourhoods to make sure that they are following the 15-minute neighbourhood in our plan,” she said.

“So, as we’re building out the mixed-use (properties) and diversity in residential, we need to elevate both the execution and confidence in our transit system so that it’s really easy for people to get around the city and, in particular, in and out of downtown.”

With the conversation around the downtown gaining traction, Ching said the “big moves” set out in the Downtown Ottawa Action Agenda are attainable.

“In general we are seeing an increase or speeding up in the acknowledgement that the downtown core is critically important. There’s a renewed attitude that it’s all-hands-on-deck to make something happen and to hold each other accountable. It’s exciting to see and it makes me feel optimistic about the future.”

NEXT YOUR TBR: READ BUSINESS BIG

BY SONIA MENDES

CThe top 20 business books that Ottawa readers are into

urious to know what business-related books Ottawa residents are reading?

In early 2026, OBJ asked the Ottawa Public Library to provide a list of the 20 most popular titles in the broader business category over the past 52 weeks. Whether you want to better understand changes in the global economy, learn about the business decisions behind some of North America’s most powerful corporations, or adopt positive habits for personal financial success, this go-to list has all the details on your next great read.

Atomic Habits

BY JAMES CLEAR

If your 2026 resolutions have already fallen by the wayside, James Clear’s book may be just the antidote. First published in 2018, Atomic Habits has sold more than 25 million copies to date and is holding strong on the New York Times bestseller list.

Renowned as one of the world’s leading experts on habit formation, Clear wrote Atomic Habits as a practical guide for how to create good habits, break bad ones and get one per cent better every day. The book centres around the concept that bad habits repeat themselves not because you don’t want to change, but because you have the wrong system for change. The viral quote, “You do not rise to the level of your goals; you fall to the level of your systems” highlights that sustainable success comes from building consistent, daily routines rather than setting big goals.

Value(s): Building a Better World for All

BY MARK CARNEY

Amidst the negative news cycle, many Canadians are thirsty for positive leadership in the world’s political arena. In his 2021 book, Value(s), Canada’s now prime minister offers a vision for a more humane society and a practical manifesto for getting there.

A national bestseller and winner of the 2021 National Business Book Award, Values argues that radical, foundational change is required to build an economy and society based on human values, rather than market values. Carney maintains that widespread issues such as income inequality, systemic racism, climate change and the rise of AI stem from a common crisis in values. As former governor of the Bank of Canada, Carney illustrates how “market economies” have evolved into “market societies,” where price alone determines value. Refreshingly, the book offers new ideas for enshrining human values and building a more hopeful future for all.

The Psychology of Money

BY MORGAN HOUSEL

While money is typically talked about using math concepts, Morgan Housel believes financial success is less about what you know and more about how you behave. Data and formulae might tell us exactly what to do, but in the real world people don’t always make financial decisions on a spreadsheet. Instead, those decisions are made over shared meals or in meetings where things like world views, ego and pride are mixed together. With over eight million copies sold around the world, The Psychology of Money shares 19 short stories that explore the different ways people think about money, with the aim of helping readers make better sense of one of life’s most important topics.

Retirement Income for Life

BY FREDERICK VETTESE

Touted as the king of retirement planning, Frederick Vettese has updated his national bestseller, Retirement Income for Life A seasoned actuary, Vettese aims to demystify a complex and intimidating subject with practical advice for the more than 1,000 Canadians who turn 65 each day.

With inflation rising to levels not seen since the 1980s, many Canadians in or near retirement are nervous about their long-term prospects. In its third edition, Retirement Income for Life explains how higher interest rates and inflation can present new opportunities alongside the challenges. It also addresses how the expansion of the Canadian Pension Plan will affect upcoming retirees, along with the impact of inflation on the deferral of CPP. With a revamped retirement calculator, the book provides all the know-how and tools needed to jumpstart retirement planning.

Slow Productivity: The Lost Art of Accomplishment Without Burnout

BY CAL NEWPORT

If you’ve ever felt overwhelmed or even on the edge of burnout thanks to never-ending task lists and meetings, consider Slow Productivity for your next read. In the book, author Cal Newport offers up a roadmap on how to exchange overload for a timeless approach to pursuing meaningful accomplishment.

Newport proposes that today’s definition of “productivity” is broken, since it pushes us to choose between a soul-sucking hustle culture or rejecting ambition altogether. But before the age of cell phones and inboxes, many great minds — from Galileo and Isaac Newton to Jane Austen and Georgia O’Keefe — mastered the art of “slow productivity.” Drawing on research on the habits and mindsets of these historical greats, Newport provides insights for escaping overload and cultivating a slower, more meaningful approach.

Rich Dad Poor Dad

BY ROBERT KIYOSAKI

First published in 1997, Rich Dad Poor Dad is a bestseller around the world in the categories of personal finance, parenting and investing. Over the years, it has been translated into 38 languages and sold more than 40 million copies.

In his book, Kiyosaki shares his story of growing up with two dads: his real father and the father of his best friend, who was his rich dad. Both of these men shaped Kiyosaki’s thoughts about money and investing. Rich Dad Poor Dad dispels the myth of needing a high income to become rich and challenges the belief that your house is an asset. For parents, the book underlines the importance of teaching kids about money, outside of the school system.

Apple in China: The Capture of the World’s Greatest Company

BY PATRICK MCGEE

After he worked as the Apple reporter for the Financial Times from 2019 to 2023, Patrick McGee’s book, Apple in China, was published in 2025. The book portrays how Apple allowed itself to become dependent on China for a huge percentage of its manufacturing. McGee suggests this made the company vulnerable, while laying the groundwork for China to rival the U.S. in technological expertise.

With journalistic precision, McGee draws on over 200 interviews to share details from internal emails, secretive meetings and overlooked voices inside Apple’s China operations. The book reveals how Apple tapped into China’s endless supply of cheap labour to fuel the iPhone’s dominance, yet unwittingly helped Beijing acquire technological influence, which could be weaponized in the ongoing U.S.-China tech war.

Surrounded by Idiots

BY THOMAS ERIKSON

If you’ve ever felt like you’re the only one making sense in a meeting or tried to reason with your spouse with dubious results, Thomas Erikson wants you to know you’re not alone. Following a disastrous meeting with an entrepreneur who was convinced he was “surrounded by idiots,” Erikson, a communication and behavioural expert, dedicated his work to understanding how people function and why we struggle to connect.

A runaway bestseller since it was first published in 2014, Surrounded by Idiots has sold over three million copies. The book offers a simple method for assessing personalities, based on the Dominance, Influence, Steadiness, and Compliance/ Conscientiousness (DISC) profiles of human behaviour. The resulting insights can help adjust the way we speak and share information, both in and out of the office.

Deep Work: Rules for Focused Success in a Distracted World

BY CAL NEWPORT

Amidst the frenzied pace of emails and social media, one of the most valuable skills in our economy is becoming increasingly rare. Georgetown University computer science professor and author Cal Newport argues that deep work, or the ability to focus without distraction on a cognitively demanding task, is like a superpower in our competitive economy.

Using colourful stories, such as Carl Jung building a stone tower in the woods to focus his mind, Newport blends cultural criticism with actionable advice. First published in 2016, Deep Work is the essential guide for anyone seeking focused success in a perpetually distracted world.

The Algebra of Wealth

BY SCOTT GALLOWAY

From bestselling author, NYU professor and podcast co-host Scott Galloway, The Algebra of Wealth is an essential guide to optimizing life for wealth and success.

In the face of challenges like inflation, labour and housing shortages, and climate volatility, the book aims to be a new playbook for financial advice. Galloway presents his rules for financial success in a frank manner to improve your chances for economic security. The book addresses how to find and follow your talent, rather than your passion, when making career decisions. The Algebra of Wealth guides readers on how to optimize major economic waves and what small steps can lead to big returns later, including diversification and tax planning.

The Big Fix: How Companies Capture Markets and Harm Canadians

BY VASS BEDNAR AND DENISE HEARN

In this galvanizing book, co-authors Denise Hearn and Vass Bednar paint a dire picture of a Canadian economy dominated by a handful of power-wielding companies that influence what we buy, how we work and which other businesses will thrive or fall.

The Big Fix goes beyond the obvious examples of airlines and grocery stores to illustrate how corporate concentration is growing across many industries. Hearn and Bednar argue this is leading to higher prices for consumers, lower employee wages, more inequality, fewer startups, less innovation and lower growth and productivity. The book guides readers to consider competition, how markets are made (and re-made) and the importance of having the right attitudes and policies in order to reduce corporate power and rebalance it within our economy.

How to Talk to Anyone: 92 Little Tricks for Big Success Communicating on the Job

BY LEIL LOWNDES

If you’ve ever wondered what magic quality makes certain people instantly loved and respected, author Leil Lowndes has some insights you’ll want to read. As an internationally recognized communications expert who specializes in sub-conscious interactions, Lowndes has authored 10 bestselling books on communications.

In How to Talk to Anyone, Lowndes offers 92 communication techniques, from making a great first impression to mastering small talk, body language and establishing rapport with others. By employing catchy names like “Rubberneck the Room,” “Come Hither Hands” and “Bare Their Hot Button,” Lowndes ensures readers won’t soon forget her clever strategies for mastering communication across social situations.

Money for Couples

BY RAMIT SETHI

New York Times bestselling author Ramit Sethi wants every couple to know their relationship is too important for guilt, resentment or fighting over $20 purchases. In Money for Couples, he illustrates how couples can live a more adventurous, spontaneous and generous life together.

Stepping beyond the typical budgeting advice, Sethi offers a detailed process for couples to design a shared vision for their money. Money for Couples provides tactics for setting up accounts to automatically work together, teaching children about money and the exact words to discuss money while avoiding fights. With his unique focus on money psychology, this book helps couples discover why they both see money differently and how to come together for financial success.

Hidden Potential

BY ADAM GRANT

From the New York Times bestselling author of Think Again, Adam Grant’s Hidden Potential illuminates how we can elevate ourselves and others to unexpected heights.

In a world obsessed with talent, where we celebrate gifted students, natural athletes and musical prodigies, Grant argues we often overlook the distance that we ourselves can travel. Hidden Potential provides a framework for raising aspirations and exceeding expectations. Using groundbreaking evidence, surprising insights and vivid storytelling, Grant reminds us that the true measure of our own potential is not the height of the peaks we reach, but how far we’ve climbed to get there.

How Countries Go Broke: The Big Cycle

BY RAY DALIO

Written by a seasoned investor who anticipated the 2008 global financial crisis and the 2010-12 European debt crisis, Ray Dalio’s book, How Countries Go Broke, reads like an urgent warning about the American economy.

For the first time, Dalio shares his detailed explanation of what he calls the “Big Debt Cycle.” He maintains that understanding this cycle is critical for helping policymakers, investors and the general public understand where we are and where we’re headed in terms of debt. How Countries Go Broke illustrates how debt problems are linked to overarching political, geopolitical, natural and technological forces that form the “Overall Big Cycle.” The book aims to help readers better understand the world’s economic landscape, while providing straightforward solutions for dealing with the debt issues prevalent in the U.S., Europe, Japan and China.

The 7 Habits of Highly Effective People

BY STEPHEN R. COVEY

First published in 1989, The 7 Habits of Highly Effective People is a monumental bestseller with sales exceeding 20 million copies worldwide in over 38 languages.

Straddling the categories of business and self-help, the book outlines Covey's concepts for spurring and nurturing personal change. Using seven habits identified as conducive to personal growth, the book explores the principles of effective self-leadership, influence, collaboration and improvement. The 7 Habits of Highly Effective People offers a principle-centred approach to solving personal and professional problems. Honoured by Time magazine as one of the 25 most influential Americans, the late Covey was an internationally respected leadership authority, family expert, teacher, organizational consultant and author.

Start With Why

BY SIMON SINEK

Landing on the New York Times and Wall Street Journal bestseller lists, Start With Why shows how the most influential leaders think, act and communicate in the same way — and it’s the opposite of what everyone else does.

Touted as a visionary and unshakeable optimist, Simon Sinek is a trained ethnographer who is fascinated by the people and organizations that make the greatest and longest-lasting impact. Renowned for his TED Talk on the concept of “why,” which has been viewed over 60 million times, he also made a video on millennials in the workplace that reached 80 million views in its first week. Start With Why offers a framework upon which organizations can be built, movements can be led and, most importantly, people can be inspired.

Personal Finance for Canadians for Dummies

BY ERIC TYSON AND TONY MARTIN

If you’re on the lookout for an easy way to get your personal finances in order, this book from the popular “For Dummies” series can help.Offering a road map to financial security, Personal Finance for Canadians includes pointers on eliminating debt and reining in spending, along with helpful tips for reducing taxes and increasing personal savings. In addition, the book provides a primer on investing to support post-secondary education for dependents and a comfortable retirement.

Eric Tyson is the author of all editions of Investing For Dummies, Taxes For Dummies, Home Buying For Dummies, and Small Business For Dummies. Co-author Tony Martin operates a financial services communications company and has written for The Globe and Mail, The Financial Post, Canadian Business and Profit Magazine

Think Again: The Power of Knowing What You Don’t Know

BY ADAM GRANT

Organizational psychologist Adam Grant purports that too many of us favour the comfort of conviction over the discomfort of doubt. His book, Think Again, challenges us to rethink and unlearn.

In a reality where disagreement is seen as a threat to ego rather than an opportunity to learn, we often surround ourselves with people who agree with our conclusions instead of gravitating toward those who challenge our thought processes. Grant, the bestselling author of Originals and Give and Take, uses Think Again to extend an invitation: we can let go of views that are no longer serving us well and value mental flexibility rather than foolish consistency. As the recipient of distinguished scientific achievement awards from the American Psychological Association and the National Science Foundation, Grant and his research have inspired people to rethink fundamental assumptions about motivation, generosity and creativity.

No More Tears: The Dark Secrets of Johnson & Johnson

BY GARDINER HARRIS

As a pharmaceutical reporter for The New York Times in 2004, Gardiner Harris had a chance meeting with a drug sales rep for Johnson & Johnson at an airport bar. The rep’s story, detailing the company’s unethical sales practices and the impact they’d had on her family, would change how Harris covered the industry for the Times. No More Tears is the result of Harris’s subsequent investigation, which uncovered reams of evidence showing deceitful and dangerous corporate practices that have threatened the lives of millions. The book lays out cover-ups regarding the link between Johnson’s baby powder and cancer, the surprising dangers of Tylenol, a criminal campaign to sell anti-psychotics and the prevalence of a drug used to support cancer patients that actually increases the risk of tumour growth. An impressive work of investigative journalism, No More Tears exposes the corruption lurking behind the image of babies bathing with a smile.

“I did not come out of a health crisis saying I’ve got to dial back work and smell the roses. I went the opposite way. I get to dial up work because it’s inspiring and because I get to control the gas pedal … I’m more motivated than ever.”

BY

PHOTO

MARK HOLLERON

REBUILD REPAIR

Ted Wagstaff takes us on his cancer journey, and how he’s emerged more motivated than ever

BY MARISSA GALKO

Ted Wagstaff has competed in a number of Tough Mudder competitions to prove to himself that he can do hard things. But it was in 2025 that he went through what he calls “his toughest mudder.”

At the beginning of March 2025, Wagstaff, president of Ottawa-based North45 Advisory Services, began feeling sick while travelling for work. “It must be food poisoning,” he thought, as the pain subsided for a time.

By early April, the pain was back, stealing sleep away from him.

“It was always at night. I would wake up in the middle of the night with really bad abdominal pains, but go and watch TV to try to distract myself and fall back asleep, if I could,” Wagstaff recalled. “Then, after four or five days of that, Jacqueline, my wife, said, ‘Something’s wrong. We should do something about this.’”

Still not suspecting any sort of serious problem, Wagstaff contacted his family doctor, who ordered some tests, which wouldn’t be done until the end of April or beginning of May.

“A week after I visited the doctor, I was up in the middle of the night and I was at a 12 out of 10 in pain. I was literally on my hands and knees on the living room floor. I yelled to wake Jacqueline up and I said, ‘I think you’ve got to call

the paramedics. Something’s wrong,’” Wagstaff told OBJ

When the paramedics came, Wagstaff opted not to go to the emergency room, given he had tests coming up in two weeks’ time. “So when the sun rose that morning, I called the ultrasound clinic and the gastroenterologist,” he said.

It was later that day, the Wednesday before the Easter weekend, that Wagstaff got an emergency ultrasound. Twenty-four hours later, he had bloodwork done at the Civic campus of The Ottawa Hospital. By noon, he was meeting with his gastroenterologist, Stephanie Canning, for what he thought was a routine procedure.

“I thought I was going to see her for a scope and she said, ‘Come and sit in my office.’ I thought, that’s weird, but at this point, honestly, I think I have an ulcer. Nothing’s really connecting in my head that there’s something that I should be worried about.”

Canning told Wagstaff that the ultrasound had shown a mass in his abdomen, and they needed a CT scan to find out more.

“I have a friend that works in health care in the hospital and so I was in his office waiting for the results. (Canning) comes to meet me there and she pulls the chair right up in front of me and that’s the first time that I swallowed deeply and

went, ‘I don’t think this is good news.’

Canning told him that his CT scan showed classic signs of lymphoma. “I said, ‘What … are you talking about?’ I knew nothing about lymphoma, but I knew it was cancer,” Wagstaff recalled. “‘You have cancer’ are three words you never want to hear.”

What followed was a series of tests to determine the type of lymphoma and how aggressive it was in order to determine the best treatment plan. While doctors worked to pinpoint his diagnosis, Wagstaff was left to think about the path that lay ahead of him.

“All of this investigative work is, in many ways, probably the hardest part of cancer, because it’s the unknown. It’s scary. In spite of the fact that I have an awesome wife and kids and an army of friends and family, it’s kind of lonely, because you just don’t know. So, I’m literally thinking, ‘Are we selling everything so that we can travel for the last year of my life?’”

As more results came in, doctors determined that he had diffuse large B-cell lymphoma, the most common type of non-Hodgkin's lymphoma. And so he started chemotherapy. His first treatment was a seven-and-a-half-hour session in the middle of May. After a long day at the hospital, Wagstaff said his oncologist pulled

him aside to share more news.

“One of the real challenges of cancer, like in our businesses, is there are curveballs. In business, we learn to deal with curveballs. And, in fighting cancer, I learned how to deal with curveballs,” he said. “That was another twilight zone moment, where you’re hearing words but you’re not actually digesting any information.”

The curveball was that, while Wagstaff had diffuse large B-cell lymphoma, which is very treatable, tests had shown that it was a rare subtype called double-hit lymphoma.

Given the new development, Wagstaff’s cancer treatments changed to a “very customized cocktail of chemotherapy starting in round two to attack double-hit lymphoma,” he said. That meant that, rather than sitting at the hospital for a few hours at a time, Wagstaff’s chemotherapy regime required him to carry a backpack with the medication for 24-hour treatments.

“I had a catheter inserted into my right bicep and it ran across my chest and into my heart. I had it every 21 days for 96 consecutive hours of chemotherapy … I literally got chemotherapy 24 hours a day, from Monday morning to Friday at noon,” he recounted. “I would go home with it. I would sleep with it. I would take a shower with it. I would go back to the hospital every day and get a new bag of chemo and new batteries for the pump.”

Wagstaff went through 487 hours of chemotherapy from mid-May to the beginning of September, while also doing immunotherapy. Radiation treatments followed, lasting from late October until the end of November.

Today, he is in full remission.

Throughout his treatments, Wagstaff said he was determined not to let cancer slow him down. Five weeks after completing chemotherapy, he competed in a Tough Mudder competition in Nashville, Tenn. — a course of about 15 kilometres with obstacles such as climbing walls and crawling under barbed wire.

It’s the type of thing that Wagstaff said helped him develop a mindset that enabled him to push through difficult situations and emerge victorious.

“In my case, I have participated in Tough Mudder and Spartan obstacle course races to learn how to get comfortable being uncomfortable. I am no great athlete, but, through these events, I have learned (that) I can do hard things.”

He recognized his battle with cancer as being his “toughest mudder.” “I put it up on my whiteboard in my office. Every single lumbar puncture, chemo day, scan, test or other

procedure that I needed to do – I put them up there like they were the obstacles. I just checked them off.”

He credits his mindset and his daily habits for helping him through his “toughest mudder.”

“We all face challenges in our life, but it’s the daily habits that we choose to do that really allow us to face those challenges and make the changes needed to overcome (them),” he said.

“Many people who preceded me with their own journey with cancer impressed on me the importance of mindset. So, too, did my main oncologist, Dr. Kevin Imrie at The Ottawa Hospital. The storm will pass. Mindset matters.”

He said he also takes inspiration from former Navy Seal and marathoner David Goggins.

“Goggins talks about us getting uncomfortable at about 40 per cent of our potential. Most of us back off once we hit the uncomfortable zone. What is on the other side of 40 per cent (is what) he challenges us to discover,” Wagstaff explained.

“My work life and my personal life are all one blended life. It is how I have always operated. Emerging from the storm of cancer and now being in remission, my view on this has not changed.”

Not to mention, he had some pretty good motivation to fight. “Going into cancer, I already had a great life. I fought cancer to get to the other side … I’m in repair-and-rebuild mode. Back to my awesome life with my great spouse. We’ve got three adult kids. We had our first grandchild in the middle of my chemotherapy.”

Going through a serious health crisis put things into perspective for Wagstaff.

“I’m not a young man, but I’m not 80. I’m in my early 60s, so you have this heightened sense of your mortality. I’m an optimistic person, so once I understood what the fight was ahead of me, I thought, ‘Well, I’m just going to fight this and get to the other side of it.’

“Cancer has this ability to sharpen your focus on the things that truly matter. Without your health, you have nothing. As I reflected on my life during my cancer journey, I landed on the three things that were important to me: creating memories with my wife, my family and my friends; having impact in my work and in my city; and seeing kindness.”

Having to focus on rebuilding his health made Wagstaff realize the importance of his professional life.

“I did not come out of a health crisis saying I’ve got to dial back work and smell the roses. I went the opposite way. I get to dial up work because it’s inspiring and because I get to control the gas pedal … I’m more motivated than ever.”

In fact, some of the city’s brightest business minds inspired Wagstaff while he went through chemotherapy.

“People like Kyle Braatz at Fullscript, Corey Ellis at Growcer and Jeff York at Altea. All of these leaders are doing good things in the world while building great companies. That desire for impact inspires me. It inspired me to want to get back to the work I love. Working in important areas like food security, access to clean drinking water and critical minerals fuels me to work, not for a few more years, but until I am 97. That’s the life plan.”

Grateful for the life-saving care he received at The Ottawa Hospital, Wagstaff said he’ll continue to support the hospital, including its campaign to build a new campus at Dow’s Lake.

His outlook on work-life balance persists. “I have always had the view that the best approach was to integrate, not separate. My work life and my personal life are all one blended life. It is how I have always operated. Emerging from the storm of cancer and now being in remission, my view on this has not changed.

“When you do inspiring work, you feel less like it is a chore you have to do. Having the flexibility to design each day to have maximum impact in my work life and my personal life is

something I have always cherished. In fact, one of the professional accomplishments I am most proud of is that my now-adult kids will tell you that when they had a badminton tournament on a Tuesday afternoon in grade three, I was there."

No matter what the challenges are, finding a way to power through adversity is imperative, he said. “There is always the other side of a challenge. A storm will come in, but a storm will end. I focused on the other side of the main part of the storm, which was the chemotherapy. I focused on the Tough Mudder in Nashville, so I had hope and an outlook to something on the other side of the challenge I was facing.”

Despite the impact his cancer journey has had on his outlook on life and business, Wagstaff said his “retirement plan” remains the same.

“I’m going to be 97, golfing in the morning, working on some deal on the phone while I’m golfing. Then, that’ll be the end of it after my round of golf. That hasn’t changed. From a

business perspective, I don’t ever imagine I’m going to retire, because I’m so inspired by the work that I do and the partners that I have.”

In the meantime, Wagstaff plans to put his “repair-and-rebuild mode” to good use as he trains for a Spartan race, a similar obstacle race to a Tough Mudder, as well as another Tough Mudder, and a half-Ironman involving 1.9 kilometres of swimming, 90 kilometres of cycling and 21.1 kilometres of running.

“It requires a daily, weekly, monthly commitment to training that's going to be one per cent better every day. If I make that commitment, then I will get to a place where I can accomplish the goal that I set … so that mindset is very dominant for me. I say this with tons of humility, I'm not a great athlete. I just think I can do hard things.

“Cancer is a physical, mental and emotional grind. But even in the storm of cancer, there are gifts.”

'AS I GET OLDER ...'

David Ross on succession, retirement and the legacy

he wants to leave behind

BY DAVID SALI

PHOTO BY MICHELLE VALBERG

In many ways, David Ross could be considered the dean of Ottawa tech CEOs. The head of Ross Video has led the Ottawa-based video production technology giant that bears his family name for two decades, propelling it from a niche manufacturer of switchers and other TV production equipment into a global powerhouse with half-a-billion dollars in annual revenues.

Founded by David’s father, John, in 1974, Ross Video remains a family-owned business, with David holding a majority stake in the 1,500-employee firm.

But a big part of his job entails planning for the future, including identifying who will eventually take over the business that he refers to as a “family member.”

Indeed, succession planning is rarely easy for any entrepreneur, especially one as closely tied to the company as David Ross.

OBJ senior features writer David Sali recently sat down with Ross Video’s president and chief executive to discuss what goes into crafting a succession plan, and why he has no plans to step down any time soon. The conversation has been edited for length and clarity.

OBJ: Broadly speaking, how does the succession planning process at Ross work?

DR: We have a fully functioning HR team and a great board of directors, and both of them are always talking about succession. There is a list of all the senior people in the company, and if they left, how would we self-heal, and whether there are people who could step in today, whether they could step in in a year or two to five years. They try to do that all the way up to this guy named David. (Laughs.) I will say, it does seem like the hardest one to resolve from the point of view of succession planning, is replacing me.

OBJ: You’ve talked in the past about taking Ross Video public, but you ultimately chose not to, at least not for the foreseeable future. Did the desire to have a bigger role in choosing your successor have any bearing on your decision not to pursue an IPO?

DR: That’s backwards, actually. Because the reason I wanted to do an IPO, in a lot of ways, was succession planning. I had four choices on what to do on the ownership of the company. I had the null set: do nothing and it’s somebody else’s problem. I didn’t think that was fair to 1,500 and counting employees. Or I could sell it to a competitor or a strategic (buyer) of some sort. I had conversations with some strategic (buyers) once, and they say things like, ‘You’ve

got manufacturing, we’ve got manufacturing. We’ll probably keep ours. We’ll shut down the manufacturing in your hometown.’ That doesn’t sound good. Then you’ve got private equity. And you know private equity … they’re ultimately going to flip (the company) to someone else. Chances are they take it and sell it to a strategic, and the thing you didn’t want to see happen, happens. From a legacy point of view, that wasn’t terrific either.

The idea of an IPO was interesting because you have the ability to take some money out early, the name still stays on the door, you don’t have to worry about … selling your company off in pieces and things like that. Lots of public companies last for a very long time. If I retired, it would be nice to say, ‘It’s still there.’ But the problem I had was the way that I like to run the company — where I really like to go for it and reinvest, run with a thinner bottom line — seemed incompatible with the ‘You have to hit quarterly targets and make lots of money’ idea of public companies. We’re not a utility, we’re a tech company. But we’re also not a tiny startup that has this huge ‘We’re going to be a thousand times bigger in five years’ story. Public companies like stories like that. We were incompatible with public markets today. Maybe down the road when … we’ve hit this multibillion-dollar size and now it’s a great time to say, ‘Let’s run the company differently.’ At that point, maybe it would be a fabulous public company, but not today.

OBJ: Where are you at right now in terms of pursuing other investors?

DR: It was a disappointment to me from a succession planning point of view to not go public. In the end, it’s kicking the can down the road a little bit. We’ll see what happens next. We’re probably going to get some minority investment into the company to take care of some long-term shareholders who are moving on, but not as an investment to run the company or grow the company. We don’t need that. I need to find the right investor that doesn't say, ‘I need to have lots of control. I want to have two seats on our board, I want to have veto rights on all your budgeting activities, any of your M&A, and, by the way, if I don’t hit my target for my investment, I own your company.’ That’s actually an interesting challenge from a succession point of view. As people get older, it does drive ownership questions. If you don’t do it right, there is a real strategic challenge — especially when you only want to do a minority sale of the company. There are fewer takers for things like that — especially

for patient capital that is willing to be more laid-back about the investment. It rules out about 90 per cent of the market. I could write a book about the 20 different ways an investor can sneak up on you and take over control of your company in unexpected ways. Which means that, all of a sudden, I don’t have to worry about succession planning, because in the middle of doing something else, somebody took control of my company. There’s lot of examples of that happening in Ottawa tech, where the founders brought in rounds of investments and suddenly found themselves on the outside of the company that they built. You really have to watch that carefully.

I don’t want to retire tomorrow just because my friends are retiring. That’s okay for them. It doesn’t work for me.

OBJ: Your dad John founded Ross Video, and you eventually took it over from him. You have two kids (daughter Melissa, 29, and son, A.J., 26). Could we see one of them at the helm some day?

DR: My kids are not interested in running the company. I am the end of the line from the point of view of Rosses running Ross, I guess. My dad was incredibly lucky to have a son who was able to take (the company) and run with it. He won the lottery in some ways. It’s far more likely that somebody's not going to do that than do it. I certainly learned that. Your kids are not clones of you, for sure. It’s just not on their personal road map to run (Ross Video), and probably seeing how complicated it was for dad to run this company, it doesn’t look that appealing to them either. (Chuckles.)

OBJ: What role does the board of directors play in succession planning?

DR: We have a committee that looks into succession and works with our HR team. We

meet on a regular basis. Management does have to produce a report for succession across the company (and present it) to the board. Ross Video’s board is, in some ways, there to help me. They know I’m in a weird position where I’m CEO, I am chairman of the board, I’m the majority shareholder and I have super-voting shares. They want to manage it like a real board, and we do — we have all the votes and everything else — but the board is there to support me in making the very best decisions I can and help me build the best company I can. It slipped out of one of the board member’s mouths once, ‘The prime function of a board of directors of a company is to decide when and how to replace the CEO if things aren’t going well. But not here.’ No vote like that would ultimately pass. The board really is a very, very supportive group that helps actively debate all the tough issues. From a succession planning point of view for me, there is a long list of people that could jump in in an emergency tomorrow. The challenge is they’re all my age. For true succession planning — who is going to run the company for the next 10 or 20 years — you can’t choose from that list.

OBJ: It seems like a perplexing issue.

DR: When I look at a lot of my competition, either public or private companies, so many of the leadership, they’re only there for five years or less. In a lot of companies, you worry about succession planning, and in theory you're supposed to be grooming people for years, if not decades. But then a lot of companies say, ‘You’re only going to be there for three years.’ CEOs are interchangeable. So it’s like, which is it? On one side, you've got succession planning, and on the other side, you’ve got reality. That reality ties into ownership. If you are ultimately run by private equity, they may want to bring in their own team. If you are sold to a strategic owner, they’re going to run your company with their team. If you go public, then the board has a responsibility often to, if the (financial) results aren’t good, (bring in) a new CEO. Trying to plan as a company for what’s actually going to happen in reality is probably hit or miss.

OBJ: Do you have a road map for retirement?

DR: I turned 60 this past year. I look around at my friends and a shocking number of them are retiring or have already retired. It gets into your head that you turn 60 and everybody’s saying, ‘So when are you going?’ I’m fit, I’m healthy, and I like to think I’m still at the top of my game. But it messes with your head and everybody else’s head as well. u

How will your entrepreneurial spirit shape tomorrow’s legacy?

t I bought three companies last year. And two of them were small, new startups. They said, ‘We really didn’t want to sell now, but we see the opportunity of how we can add rocket fuel to our growth if we’re part of Ross. We love Ross, and we trust you, David.’ I did something some people would be shocked at. In two cases, we did a seven-year earnout. I’ve had people go, ‘Two years (for an earnout) is really freaking long. Are you out of your mind?’ But it’s what they wanted, and I understood where they’re coming from. I’m thinking to myself, they’re trusting me with their company, and if ownership down the road suddenly decides to de-prioritize their company inside of Ross, they’re screwed over. These are great people that are trusting me, so I don’t want to see that happen. So I thought to myself, ‘I want to be there at the end of that.’ I went, ‘You know what? I’m going to just put a pin in (retirement) and I’m going to be here for the next 10 years.’

Leaders,

I believe in this city. And I believe in its power to change the world. That’s why I’ve joined The Ottawa Hospital Foundation’s Campaign to Create Tomorrow, the most ambitious campaign in our city’s history: a $500-million push to build a next-generation healthcare campus that is data-enabled, AI-informed, innovation-driven, and deeply patient-centred.

I love what I’m doing. I’ve always said, ‘If I won the lottery tomorrow, the first thing I’d do is go back into work the next day.’ It’s not like I have anything else I want to do more than see this incredible company called Ross Video just keep advancing and doing cool new things. It’s not a boring company at all. I’m always learning new things.

It was very interesting and freeing to say I wanted to be around for another 10 years. You stop soul-searching something that’s irrelevant because in your heart you know it’s not going to happen. I don’t want to retire tomorrow just because my friends are retiring. That’s okay for them. It doesn’t work for me. You think about Warren Buffett, he worked into his nineties and provided value. My dad retired at 71, but he only retired at 71, I think, because he saw that I could do it.

OBJ: What challenges does your decision to stay on pose from a successionplanning perspective?

DR: If the leader actually truly has no plan to step down, and certainly not for 10 years, you’re giving your HR department a very difficult task of trying to (find a) person that you have identified as a successor and you need to teach about engineering and products and strategy and sales and marketing and management, because (in the end) you’re probably grooming a CEO for some other company. That person is going to get to the point (where he or she says), ‘I’m ready now and you’re not. I’m going to go somewhere else.’ Then you start wondering, what was the point of that? Especially considering if I do go and, say, private equity or somebody else buys the company because I got hit by a truck, they’re going to have their own plan anyway. u

Continued on page 38

A lifetime of working in complex, fast-moving environments has taught me how to recognize moments that matter the moments that drive lasting change. This is one of them: a chance for our community to transform how care is delivered, how research is done, and how people are healed.

Great healthcare doesn’t just treat illness; it powers prosperity. It attracts top talent and fuels discovery. It builds a city where the best and brightest want to live, work, and grow their companies.

This is Ottawa’s moment to lead. With your support, we will create a hospital built for the future of medicine and life sciences a campus that reflects our city’s leadership in health and technology and delivers care that improves lives not just here at home but across our great country, too. This is more than a building. It’s a once-in-a-generation opportunity to reshape the future of healthcare. I’ve stepped up. Now, I’m asking you to do the same.

Join me. Help lead what’s next ― for care, for research, for all of us.

Co-chair, Campaign to Create Tomorrow

CONSECUTIVE YEARS 13

KANATA NORTH IS CANADA’S LARGEST TECHNOLOGY PARK

800+ tech companies, 63K jobs supported, $17.9B annual output

Kanata North is a globally distinct deep-tech ecosystem.

Ottawa is home to more than 2,000 technology companies and has the highest concentration of tech talent on the continent (CBRE, 2025). It hosts over 90% of Canada’s industrial telecommunications R&D and is the country’s largest semiconductor and photonics cluster.

At the heart of this is Kanata North, Canada’s Largest Technology Park: an innovation hub where companies design,

build, test, certify, and deploy complex systems. Few clusters in the world bring together compound semiconductors, mission-critical software, defence systems, and advanced manufacturing within a single geography. Located in a G7 Capital, the park sits at the doorstep of federal departments, national research labs, defense headquarters, and policy leaders, empowering collaboration and advocacy at the highest levels.

This concentration of expertise in one

place accelerates progress, shortens development cycles, and unlocks opportunities that would be harder to achieve anywhere else. As a designated Special Economic District, Kanata North is purpose-built to amplify this advantage: reducing friction, attracting investment, and shaping the next generation for Canada and its allies.

www.kanatanorthba.ca info@kanatanorthba.ca

perlaw.ca 613-238-2022

t OBJ: It sounds like this decision came to you gradually.

DR: If I go back 10 years, I was thinking about succession planning then as well. I maybe didn’t know as much about the way the financial markets worked, and I thought (an) IPO was probably the best way to do it. When I was 50, I said, ‘I’m going to (do an) IPO by the time I’m 60’ and the reason for that is people would probably like to see me stick around for at least five years. And people can believe that I’ll work until I’m 65 because that’s a Canadian kind of retirement number that people have in their heads. But maybe not 70, or 80, or something like that. So I backdated 65 to 60 and then was able to announce that there would be some liquidity event for people. I was thinking about it from the point of view of taking care of people and (providing) liquidity, but I never really had a plan to actually retire.

OBJ: So you haven’t really thought much about what life would be like for David Ross after Ross Video.

DR: Some people would say it’s very difficult sometimes for a founder to separate their identity from their work. Ross Video is a family company. My name is on the door; it’s been in the family for 52 years. The fact that Ross Video has been so supportive of employees, we’re so customer-driven — we’re not chasing money so much as trying to do everything really well and the money follows. That’s the hardest type of company to walk away from as a founder. It’s not David’s investment vehicle that he can’t wait to sell to do something else. Ross Video, in a lot of ways, is a family member.

OBJ: You are currently the majority shareholder of Ross Video. Do you plan to retain your controlling interest in the company as long as it’s a private firm?

DR: I could sell some of the company and still run it. If I did sell a lot of Ross Video, I’m not even sure what I would do with that money. I don’t need a yacht. It’s very weird that some of the best ideas that people have is that if you do come into a lot of money, the first thing you need to do is figure out how to give it all away. Maybe that’s fun, I don’t know, but I prefer creating value for Canada by just doubling down (on) Ross Video and creating jobs and great tech and things like that.

As I get older, one of my thoughts is I could (hire) a president. I could still be CEO, but get a president or some sort of a general manager that does a lot more of the day-to-day (work). I come to work every day, but I’m dealing with

bigger strategic issues and not the smaller stuff that comes up. After that, if I wanted to step back even more, I could hire somebody to be president and CEO. I’m still chairman of the board and I’m at the quarterly meetings and I’m involved in strategy from one step further (away). Then you go beyond that, there’s the concept of chairman emeritus or something like that.

Sony did this. The founder of Sony, when he retired from being chairman, he was just this emeritus person. He was asked by a reporter, ‘What is our role?’ He said, ‘I’m the soul of the company.’ After he passed away, I could swear Sony changed. It wasn’t the same company. Somehow, just this hand that’s off to the side that would be checking in and saying, ‘What is the tone of Sony?’ made more difference than you’d think about what the nature of that company was. You know what? Maybe that’s my path, too. I wouldn’t rule something like that out. That’s another way of doing it. Maybe I keep my ownership right through to the last day and have a plan for when I pass away, how it might get sold. Maybe I never cash in.

OBJ: Do you have any closing thoughts? DR: The weird thing about me is I’ve grown up with the company. There were only like 25 (employees) when I started. So I have a lot of insight into every aspect of the company. I’ve been a product manager, I’ve been an engineer, I’ve done demos and training, I’ve created marketing materials, I’ve helped out the sales team, I’ve been involved in lots of high finance and stuff like that. And I understand the industry and its history going back almost 50 years. There are not too many people on the planet, to be honest, that have my background, that could just jump in and be a David Ross clone. It’s really hard to replace somebody who’s been in a company for this long and hasn’t screwed it up.

At the same time, I have a friend who says, ‘David, it is the most arrogant thing in the world for you to think that you couldn't be replaced in a week by somebody who could do it better than you.’ (Laughs.) He’d point out that, as they say, the cemeteries are full of irreplaceable people and somehow the world continues on. So, you know, does it really matter that I know all this history, or do you just need a leader who’s really good at managing a team and has a vision and continues on? Everybody’s replaceable in the end, because they have to be. n

City Building 2026 THAT

POWER PROJECTS OUR REGION

Update: Some information originally included in this article has been deleted as it was out of date by the time of publication.

BY JAMES RAISWELL

It would be an understatement to say that energy is critical to almost every aspect of our daily lives. Even so, most people don’t think about it every day. When you need to turn on a light, you flip a switch. What could be simpler?

It would probably be just as much of an understatement to say that most of us take energy for granted. It’s there when we need it; it’s a problem when it’s not.

But if you take a moment to follow the electrical lines out of your home, through to the local transformers, out to the transmission lines, on to the regional substations and ultimately to the generating stations themselves, there’s a compelling story to be told about energy production and distribution in our region — and the changes taking place across the grid to satisfy our growing appetite for power.

ELECTRICITY DEMAND IS ON THE RISE

In its 2026 Annual Planning Outlook scenario, Ontario’s Independent Electricity System Operator (IESO) forecast that electricity demand in the province was projected to grow by 65 per cent by 2050. In real numbers, consumption is expected to grow from 151 terawatt-hours (TWh) in 2025 to 250 TWh in 2050. That increase is the equivalent of adding four cities the size of Toronto to the province’s grid. It’s a lot of energy.

Much of this increased consumption, IESO says, is projected to come from the industrial sector, where demand in the next 10 years alone is estimated to increase by 23 TWh, or 58 per cent, as new electric vehicle and supply chain facilities come online. Other major consumers include electrified transit projects, data centres, household electric vehicle adoption and continued growth in the province’s housing stock.

Ottawa’s energy-use profile reveals many of the same drivers as the province, but a far greater projected percentage growth, at 165 per cent by 2045.

That figure shouldn’t surprise, said Kennan Ip, senior manager of transmission integration for eastern Ontario with IESO.

“Growth in energy demand tends to be more concentrated in urban centres since cities tend to grow faster than rural areas and many municipal governments have set goals for electrification and de-carbonization,” he said.

“The City of Ottawa in particular has aggressive targets for electrification, which is certainly contributing to IESO’s demand projection.”

Whether here in Ottawa or in the province more broadly, managing this surge in demand will require a mix of approaches: new builds, innovative plans for energy generation and repairs to existing infrastructure. The development of small modular reactors at the Darlington nuclear site will be key, as will be planned new transmission lines, the refurbishment of hydroelectric dams and a competitive electricity procurement process — led by IESO — that focuses on clean resources such as wind, solar, hydroelectric, batteries and bio-gas.

Procurement takes time, however. While small-scale, renewable-energy projects such as solar farms are being deployed quickly across municipalities, larger assets like hydroelectric plants, nuclear facilities and transmission lines can take a decade or more to complete.

REPLACING ASSETS AND MODERNIZING THE HYDRO GRID

Hydro Ottawa doesn’t pull any punches when it comes to the state of its assets and the need to augment capacity across its service area. In its 2026–2030 Investment Plan, the utility

says about one-quarter of its network assets have reached the end of their expected lives. A further 15 per cent are expected to reach a similar state in the next 10 years. That’s significant when you consider the utility owns just under 50,000 poles and more than 6,000 kilometres of wire. Not replacing these aging assets leaves the grid exposed to the effects of climate change, which include more frequent and extreme storms.

According to information on its website, the utility is investing in a host of major projects to protect the integrity of the grid and prepare for growth.

Construction started last year on a 230 kilovolt (kV) municipal transformer station on a site north of Hydro Road, near Hydro One’s Hawthorne Transformer Station. The project is expected to be completed in 2027, with one of its key goals being to support OC Transpo’s Zero-Emission Buses project, which aims to add more than 300 battery electric buses to the fleet by 2028.

Hydro Ottawa also has plans to build new transformer stations in the city’s east and west ends. The Old Second Line Municipal Transformer Station project proposes to build a 27.6 kV municipal transformer station on

Ontario Power Generation (OPG) has announced plans to spend $1.6 billion on some of its assets in eastern Ontario.

HYDRO OTTAWA TO INTRODUCE PREDICTIVE ANALYTICS FOR GRID USE

Replacing and upgrading physical assets is critical to ensuring grid reliability. But it’s not the only solution to managing resources. Hydro Ottawa recently received $6 million in funding from the federal government to launch an AI-driven pilot project that can predict when the local electricity grid will face demand peaks.

Through its Ottawa Distributed Energy Resource Accelerator (ODERA) program, Hydro Ottawa will use AI-enhanced predictive analytics to forecast peak demand and use that intelligence to balance supply and demand. Key to the project will be gathering data from customer-owned assets such as smart thermostats, electric vehicle chargers and home batteries to identify and mitigate grid constraints.

“The ODERA program is more than just a solution for the capacity constraints we face in high-growth areas of our city. It’s a scalable blueprint for integrating cleaner, smarter energy across other areas of our service territory,” said Hydro Ottawa president and CEO Bryce Conrad in a news release from Natural Resources Canada in December 2025. “By leveraging advanced technology, we can proactively address localized system needs in near real time. This approach can fundamentally change how we manage grid load as it transforms customer-owned assets into valuable, responsive grid resources.”

Hydro Ottawa will pilot the ODERA project in Kanata North, where grid pressures are significant and where there are the greatest potential benefits for managing load. It’s not yet clear when ODERA will launch — the program is still being designed — and customer participation will be entirely voluntary.

Second Line Road in north Kanata to service area businesses and residents.

In Orleans, the Mer-Bleue Municipal Transformer Station project proposes the construction of a 27.6kV municipal transformer station. The new facility, which is targeted for operation in 2027, is planned to accommodate projected growth in electricity demand for the area.

Also on Hydro Ottawa’s docket are several projects to replace aging equipment such as poles, cables and underground wires and expand distribution capacity in areas like Carleton Heights-Rideauview, Kanata North, Vanier and Orleans.

The utility is also undertaking the Richmond

South station system expansion project to support as many as 30 megawatts (MW) of additional demands from the Department of National Defence during the construction of the Dwyer Hill Training Centre.

Elsewhere, Ontario Power Generation (OPG) has announced plans to spend $1.6 billion on some of its assets in eastern Ontario.

Chief among these projects is an investment of more than $600 million to refurbish 16 generating units at the 1,045 MW R.H. Saunders Generating Station in Cornwall, the second largest of its kind in the province.

OPG says the project is part of an overall commitment to refurbish generating units across its fleet of 66 hydro-electric stations.

OTTAWA’S TRUSTED PARTNER FOR BUILDING SYSTEMS

From office towers and healthcare facilities to industrial and institutional buildings, Carmichael supports Ottawa businesses with dependable, expert mechanical services.

We understand that your equipment is critical to your operations, and when it matters most, you need a partner you can trust.

Ottawa Services Include:

• HVAC Service & Maintenance

• Chillers & Boilers

• Building Automation Systems

• Retrofit & Capital Projects

• Energy-Efficiency & Modernization Solutions

• Scientific Refrigeration Equipment

• And more

One partner. Every system. Long-term reliability.

Learn how Carmichael can support your building.

Connect with our Ottawa team.

Once work on the Saunders station is complete in the early 2040s, the expansion will enable the creation of as many as 160 gigawatt-hours of additional clean electricity each year. That’s the equivalent of powering more than 19,000 homes.

Across the region more broadly, OPG intends to spend $1 billion over the next 20 years to refurbish 45 generating units at eight eastern Ontario hydro stations. Earmarked for upgrades are the Des Joachims (429 MW) and Chenaux (144 MW) facilities on the Ottawa River, both of which were brought into service in 1950, as well as the Arnprior (82 MW), Barrett Chute (176 MW), Mountain Chute (170 MW), Stewartville (182 MW), Chats Falls (192 MW), and Otto Holden (243 MW) generating stations.

Once complete, the updated fleet is expected to produce up to 100 gigawatt hours of additional clean power each year, equivalent to powering more than 11,000 homes.

“Hydro power remains unmatched in its reliability, durability and flexibility. With proper maintenance and upkeep, these assets can produce clean, low-cost power for generations,” said Heather Ferguson, OPG’s senior vice-president of business development and corporate affairs. “Whether it’s Arnprior, Stewartville or Chenaux, we’re proud of hydro’s lasting legacy in eastern Ontario. And we now look forward to writing the next chapter for these important stations.”

OPG says these projects are part of a wider turbine-generator refurbishment program that will result in the revitalization of 48 hydro stations to extend their operating lives, increase efficiency and, in some cases, bolster generating output.

RENEWABLE ENERGY PROJECTS GET THEIR DAY IN THE SUN (AND WIND)

While hydro makes up about 25 per cent of Ontario’s electricity supply each year, renewable-energy sources, such as solar and wind power, account for a little less than half of that, or around 10 per cent of the province’s supply. These sources may never be as abundant as nuclear- or hydro-generated sources, but a competitive procurement process launched by IESO last year to create more electricity generation in the province is helping to bring more solar and wind projects to Ontario and to our region.

In Brockville, Alectra Energy Solutions has partnered with Kruger Energy to propose the construction of a five MW solar energy generation facility at the 1000 Islands Regional Tackaberry Airport. The project got a provisional thumbs-up from both Brockville council and

Elizabethtown-Kitley Township in September (while Brockville owns the airport, the facility is located in Elizabethtown-Kitley). If IESO accepts the submission from Alectra and Kruger, construction could start in 2029.

In Ottawa’s west end, Calgary-based developer Westbridge Renewable Energy Corp. is banking on sunny skies. The company has announced a proposal to build a 400-acre, 150 MW solar farm on land near Dunrobin Road and Vances Sideroad. The project was one of four to get the provisional go-ahead from Ottawa city council last fall. Like the Brockville project, construction could start in 2029, pending IESO approval.

Portage Power’s Kanata Solar I and II projects also received conditional approval from city council last year. The projects propose the construction of a solar generation facility with a capacity of up to 13 MW located on three parcels of land on Klondike Road and March Valley Road in Kanata.

Kanata North Coun. Cathy Curry, whose ward would house two of those projects, has thrown her support behind the west-end projects, saying the additional capacity is critical to meeting demand and accommodating new business growth.

The sun isn’t the only form of renewable energy in the spotlight in eastern Ontario. The Nation Rise Wind Farm, which is located on a 12,000-acre site about 40 kilometres southeast of Ottawa in the Municipality of North Stormont, came online in 2021.

With an installed capacity of 100 MW, the farm is expected to generate enough energy to power about 35,000 homes. It’s also a local economic engine, with an expected total project impact of $30 million over its 20-year service life, including 69 jobs created during construction and seven created permanently.

Not long after the facility began operations, developer/operator EDP Renewables sold a majority ownership stake in the project to an Indigenous partnership owned by the Algonquins of Pikwakanagan First Nation.

BUFFERING ELECTRICITY SUPPLY AND DEMAND

One of the challenges of harvesting energy from renewable sources such as the sun or wind is that Mother Nature is not always consistent. For every June day where the sun is abundant, there are just as many days in February where natural light is in short supply.

For that reason, more developers are turning to battery energy storage (BES) systems to help create a buffer between electricity supply and

SOMETHING SUSTAINABLE IS BREWING

In Mallorytown, just outside Brockville, a craft brewery has taken a unique approach to beer-making.

Arbru Solar Brewery is the first brewery in the country to be completely solar-powered. The facility isn’t connected to the hydro grid and announced last summer that it had tripled its power output by adding more solar panels to its operations and doubling its battery storage system.

The result: capacity to store more power for its operations and a reduced need to fall back on generators during low-light seasons.

For owner Phil Audet, Arbru is the perfect combination of two of his passions.

“I love craft beer and I love renewable energy,” he said. “It’s just two passions married into one.”

Arbru opened in 2022 and has gained considerable attention in its short history. The marketing hook of being the only brewery in the province that’s entirely powered by the sun resonates with customers. And it’s something that Audet and his team have leaned into.

“It’s a differentiator in the market,” Audet said. “There are so many breweries now and, very respectfully, a lot of them are doing similar things. We wanted to make a splash by doing something different.”

The road to this point hasn’t been easy, Audet conceded. Running a business off-grid comes with unique challenges, such as the need to monitor energy use based on daily weather forecasts. But the company was able to secure a loan from the federal government to finance its recent solar expansion, and the additional capacity has helped alleviate some of the operating pressures Arbru faced in its early days.

Indeed, with the added power from the solar upgrade, Arbru can now run its entire brewing process on solar energy, including the previously propane-powered boil stage.

“That’s our holy grail moment,” said Audet. “A fully solar-powered brew.”

HOW OTTAWA COMMUNITY HOUSING THINKS SUSTAINABILITY FIRST

With a portfolio of around 15,000 housing units, Ottawa Community Housing (OCH) is the largest social provider in the city. It therefore goes without saying that buildings are a core component of its operations and, because of this, the organization is acutely conscious of the need to reduce its carbon footprint.

“As far as we’re concerned, building and renovating buildings to make them more energy-efficient is key to our business model,” said OCH’s senior manager of conservation and sustainability, Daniel Dicaire. “When we innovate to make our buildings more sustainable, we help to reduce the cost of living in our units and make them more affordable for our residents.”

OCH has committed to building all new developments to “passive house” standards for energy efficiency. The voluntary standards look at a building’s envelope and mechanical and electrical systems with a view to reducing its carbon footprint. Under-construction developments at Mosaïq and Gladstone Village in Centretown and the recently opened Mikinak Community near Blair Road all are targeted to meet, or have already met, the standards, incorporating high-efficiency heating and cooling systems, wastewater heat recovery systems and highperformance building envelopes.

More than this, Dicaire says, the vast majority of the energy that comes into the buildings is green-sourced. Mikinak, for example, is supported by a massive rooftop solar array, with plans for the same at the first phase of Gladstone Village. OCH is also looking into deploying geothermal heating technology in the second phase of the Gladstone Village project.

OCH is thinking even-bigger picture for its forthcoming developments.

The organization iterated five designs for its planned Beausoleil Project in Lowertown to determine how much additional cost it would incur to bring this project, and other new builds, to the passive house standard and how long it would take to realize a return on the additional investment.

“We learned that doing the bare minimum for energy efficiency is actually more costly than designing to the passive house standard when it comes to total cost of ownership,” Dicaire said. “That’s a key lesson and it’s something we’re carrying forward into all our new developments.”

Its work earned OCH the 2024 CMHC President's Medal for Outstanding Housing Research, the national housing agency’s highest research honour.

Introducing sustainability in new builds is one thing. It’s an altogether different ball of wax when it comes to existing properties — and OCH has a lot of those.

For its Presland property in the Overbrook neighbourhood, OCH partnered with Natural Resources Canada to retrofit four 70-year-old townhomes to net-zero energy and netzero greenhouse gas emissions.

The work involved installing prefabricated insulated panels over the building’s roof and existing walls, right down to the foundation. An electric heat pump heating and cooling system was then installed to make the homes energy efficient and GHG emission-free. Finally, a 35 KW solar panel array was

installed on the south-facing roof of the homes to generate enough power annually to offset their combined consumption and close the net-zero loop.

Dicaire says the Presland project proves anything is possible when it comes to retrofitting for sustainability, given the right opportunities and partners. And while not every property OCH owns can be retrofitted in the same way as Presland, the project demonstrates a model that works and that can be replicated by others.

Going forward, OCH is working in partnership with Hydro Ottawa to quantify the total GHG emissions from each of its buildings and to understand how many emissions come from discrete operating components, such as the building’s hot water, its envelope and its mechanical system. Although the work is in its early stages, it promises to give OCH a roadmap for future retrofits and give Hydro Ottawa a greater understanding of how it can collect and interpret usage data.

“There’s an excellent economic development argument to be made for sustainability,” said Dicaire. “In an average year, Ottawa imports over 95 per cent of the energy it consumes and spends around $2.8 billion on that energy. Energy efficiency, on the other hand, is mined at home. By adopting local technologies to make buildings more sustainable, we can invest more in local businesses and reduce spending on energy imports.”

demand. As the name suggests, BES systems absorb electrical energy — usually from renewable sources such as wind or solar or from the grid during offpeak periods — convert it into chemical energy that is stored in batteries and then convert it back to electricity when discharged.

In that way, BES systems help balance the electricity grid by responding almost instantaneously to fluctuations in supply and demand. On a micro-level, they can supply backup power during outages, support microgrids and allow facilities to operate independently for short periods. On a larger scale, BES systems can discharge low-cost electricity into the grid to shave cost spikes when prices rise.

The IESO has made BES systems a cornerstone of its plan to meet Ontario’s electrical system needs. The systems play a key role in managing supply as demand profiles shift and help to cut some of Ontario’s dependency on energy imports from neighbouring states and provinces.

In 2023, the IESO issued an RFP that called for 1,600 MW of power from electricity storage facilities. That call caught the eye of Toronto-based Potentia

Renewables, which owns and operates more than 30 renewable-energy projects across the country, including Canada’s largest BES project in the Township of Edwardsburgh Cardinal.

Construction on the Skyview 2 BES started last November. Once complete, the facility will have a capacity of 411 MW and 1,560 MWh. That’s enough to power more than 400,000 homes for up to four hours.

Energy reliability isn’t the only benefit that Skyview 2 will bring to the community, said Jennifer Tuck, vice-president of government affairs and communications with Potentia Renewables. The project is owned jointly by Potentia and the Algonquins of Pikwàkanagàn First Nation and promises a host of community benefits.

“Potentia is committed to establishing a $300,000 community benefit fund for local initiatives in the community while the facility is in operation,” she said. “The project will create 150 to 200 jobs during construction and will employ 10 to 15 people once in operation.”

Skyview 2 may be the largest BES project underway in eastern Ontario, but it’s far from the only one.

ZIBI COMMUNITY UTILITY: THE CAPITAL’S FIRST ZERO-CARBON DES

When it comes to district energy systems, Zibi’s isn’t the newest in town, but it is the first to be carbon-neutral. Zibi Community Utility, or ZCU as it’s known, provides heating, cooling and domestic hot water to buildings across the 34-acre Zibi development.

The system captures and repurposes energy that would otherwise be wasted. Low-grade heat from the effluent of the adjacent Kruger Products Gatineau paper mill is recovered and fed into the district energy network for space and water heating in the winter, while in the summer excess heat is ejected into the Ottawa River via chillers to produce chilled water for cooling.

In 2024, ZCU provided 8,422 MWh worth of energy to the 11 buildings on the Zibi site, producing about 140 tonnes of carbon dioxide emissions, or about as much energy as 16 homes use in a typical year. If that sounds like a lot, consider that Zibi compares its annual energy performance to a business-as-usual scenario in which buildings are not powered by the ZCU system. Under that model, the same buildings would have produced almost 1.2 million tonnes of carbon dioxide emissions in 2024. That’s a savings of about 88 per cent.

ZIBI COMMUNITY UTILITY

Construction started on the North Glengarry BES project in May 2025. The project is rated at 16.3 MW and is expected to come into service later this year.

Meanwhile, developer Boralex has proposed the 200 MW Lennox Battery Energy Storage Project in Greater Napanee that could come online in 2030, and Ottawa city council has given its blessing for the construction of BES systems in South March (250 MW) and Trail Road (150 MW), pending IESO approval.

EFFICIENCY AT SCALE: DISTRICT ENERGY SYSTEMS

Renewable energy sources are one way of weaning commercial operations off the electricity grid. District energy systems are another, and they function at a scale well beyond individual buildings.

As the name suggests, a district energy system is a centralized way of providing heating and cooling to multiple buildings from a shared source, rather than relying on individual boilers, furnaces or chillers in each structure.

Thermal energy is produced at a central plant and distributed through a network of insulated underground pipes as hot water, steam or

GREEN PROJECTS THAT CREATE GREEN

Not all energy-generating projects are the playgrounds of large corporations. The Ottawa Renewable Energy Co-operative (OREC) is proof positive that sustainable energy projects can be successful on a small scale.

The 1,200-member, for-profit co-operative invests in renewable energy projects across the province: solar arrays in Orleans and Carp, energy retrofits in Westboro and Nepean, and even wind turbines as far afield as Kincardine and Bluewater. Anyone can join, and OREC’s goal is to work with community groups, property owners and government to identify, develop, fund and manage renewable energy projects on a local level.

“Rather than delivering nuclear power from southern Ontario, for example, doesn’t it make more sense for community organizations to look at ways of generating electricity locally?” said OREC general manager Marion Siekierski. “Local generation is quicker and cheaper to deploy and OREC has the experience of developing more than 30 projects to work with potential owners to develop these initiatives.”

Some of OREC’s higher-profile successes include the installation of two fixed solar arrays of a combined 900 KW at the Canada Science and Technology Museum and the construction of a 600 KW solar-tracking project in Alfred in conjunction with Keewaywin First Nation.

CLIFF ENERGY CENTRE

chilled water. Buildings draw the energy they need through heat exchangers and the water is returned to the plant to be reheated or recooled in a continuous loop.

Because the system is centralized, it can draw on a wide range of energy sources, including natural gas, electricity, waste heat from industrial facilities or data centres, biomass, geothermal energy, and large-scale heat pumps. This flexibility makes district energy highly efficient. It also improves reliability, reduces emissions and simplifies building design, functioning much like a thermal utility serving an entire neighbourhood or district.

On a large scale, the federal government is in the midst of a program to modernize its National Capital Region District Energy System (DES). The system, which is one of the largest of its kind in North America, connects many of the feds’ downtown assets, including the Parliament Buildings, through a network of underground piping that supplies heating and cooling through high-temperature steam-based technology.

The first phase of the modernization

project, which is scheduled for completion later this year, replaces the existing network with a modern, low-temperature hot-water distribution system supported by electric chillers. A new Gatineau Energy Centre will produce and distribute low-temperature hot water and chilled water to the DES network via a loop of pipes that runs through the downtowns of Gatineau and Ottawa. The network will be supported by the new Tunney’s Pasture and Cliff energy centres to create added capacity and redundancies. The resulting system aims to reduce greenhouse gas emissions by 92 per cent compared with 2005 levels.

Phase 2 shifts the project focus from modernization to decarbonization. With the new infrastructure in place, the emphasis turns to greening the energy sources themselves and bringing the DES to the point where it can achieve carbon neutrality by 2030. The project will draw on power generated by Hydro-Québec — known to be among the greenest in the world — to replace natural gas as the system’s principal energy source.

Phase 2 also explores potential expansion

across the downtown cores of Ottawa and Gatineau to allow more buildings, both publicly and privately owned, to tap into the system’s clean power.

TOWARD A GREENER FUTURE

Whether generated by the sun, wind, a hydro dam or a nuclear station, there’s a compelling story to be told about the electricity that powers our daily lives. It’s a product of complex processes, often travels great distances to arrive at our doors, and is an input that most of us take for granted.

No matter its source, energy is a product we all depend on, and one that we can’t get enough of. As demand soars in the next 20 to 25 years, you’ll see a far greater focus on energy generation, particularly as public policy steers Canada away from a dependency on environmentally damaging fossil fuels and toward a greener future.

Energy may still feel invisible in everyday life, but it doesn’t happen by accident. It’s planned, built and upgraded, and it’s quietly powering what comes next for the region.

TUNNEY'S PASTURE ENERGY CENTRE

For more than 25 years, Sezlik.com has represented Ottawa’s most significant homes and discerning clients. Today, that experience is paired with a world-class digital platform built specifically for the Ottawa market.

Charles Sezlik, One of North America’s top Realtors® for over 25 years. Royal LePage Team Realty, Brokerage

PARTNER PROFILES

LEAD PARTNER 56 MERKLEY SUPPLY LTD. PARTNERS

HYDRO OTTAWA

UNITED WAY

MORLEY HOPPNER GROUP 68 COUNTY OF RENFREW 70 NATIONAL CAPITAL COMMISSION

ENBRIDGE GAS

Today’s schools, like St, Joseph Catholic High School on Greenbank Road, are light-filled centres of inspiration designed for learning and social interaction.

OBJ360 CONTENT MARKETING

How Merkley Supply helped build Ottawa’s school system from the ground up

For over a century, the building materials company has provided the expertise, tools, and materials to power the city’s education system

Photo: Edward J. Cuhaci and Associates Architects Inc.

The character of a community is measured by the quality of its schools, hospitals, and places of worship. These institutions are the cornerstones of the cities we live in. The greatest and most important to our own personal identities are the schools –the elementary, secondary and post-secondary places of education that grow with the city.

When we meet a new friend and discover they are from Ottawa, we usually ask each other what schools we each went to. It’s almost automatic. In so doing we establish shared experience and a sense of belonging rooted in the classrooms, halls, characters, and sporting events that helped shape us at important developmental periods in our lives.

Hospitals, churches, and recreation facilities – which are all part of the fabric of our community – are rarely invoked when searching for common ground. It’s almost a

65 years after helping build Merivale High School, Merkley was once again involved as the supplier of face brick for the school’s make-over.

Photo: Pye & Richards Temprano & Young Architects Inc

Above: St. Francis Xavier Catholic High School in Riverside South. Brick and stone remain the No. 1 choice for school construction in Ottawa since the 19th century.

Photo: Edward J. Cuhaci and Associates Architects Inc.

trope, but “What high school did you go to?” is an icebreaker we have all employed and will continue to use as the city expands.

SCHOOLS ESSENTIAL FOR RESPONSIBLE URBAN GROWTH

Schools are essential components of measured urban growth. When the demand is there, new residential developments grow and spread from the outskirts of the city like vines, bringing with them young families and new generations.

When neighbourhoods reach a tipping point and existing schools become stressed, new schools are built not only to accommodate growth but also to anchor new communities, bond new neighbours, and create their own stories.

Schools are anchored in their neighbourhoods and take on their

characteristics, both cultural and socioeconomic.

Merkley Supply Ltd. has been a part of this community from when the city’s boundaries extended not much further to the west than Hintonburg, Billings Bridge to the south, and the Rideau River in the east. The company then was known as Ottawa Brick and Tile and was operated from Casselman by the Merkley brothers.

When the brothers took over a massive brick factory at Billings Bridge following the First World War, Ottawa was going through a growth surge fed by the expansion of federal government ministries and their facilities. It was only a matter of time before the Merkleys were called upon to supply masonry products for more than just residential and commercial projects. Continues on next page

Top:

A HISTORY OF GROWTH IN THE EDUCATIONAL SECTOR

At the end of the war, Ottawa had only three non-denominational public high schools to serve an expanding community – Ottawa Collegiate Institute (now Lisgar Collegiate Institute), Ottawa Technical High School, and Ottawa Ladies College in the Glebe.

Two new and relatively large high schools – Glebe Collegiate Institute and Nepean High School – were planned for the beginning of the second decade of the century, nearly doubling Ottawa’s secondary school capacity overnight. Merkley was there to supply the terracotta needed for interior walls.

Later, Glebe Collegiate’s footprint would double as it added the Ottawa High School of Commerce to a newly-built section. These schools were fed by a web of elementary schools in what is now the city’s core – Glashan, First Avenue, Mutchmor, Corpus Christi, and others. All were built with local brick and terracotta.

School building projects in the city were slowed somewhat in the decade before the Second World War, with the financial and social pressures brought on by the Great Depression, but that would change with the advent of the single greatest baby boom in Canadian history.

PROVIDING BUILDING MATERIALS FOR A POSTWAR ‘TSUNAMI’ OF NEW SCHOOLS

The postwar baby boom created a student tsunami that was soon to put enormous pressure on Ottawa’s primary and secondary school systems. As boomer children came of age in the late 1950s and early 1960s, a new wave of modernist and sprawling institutions – schools like Fisher Park; the nearly identical Ridgemont, Rideau and Laurentian high schools; Hillcrest; Champlain; and others – came online.

Underpinning each was that network of smaller public and separate schools (like Vincent Massey, Queen Elizabeth, St. Leo’s, and Immaculate Heart) feeding students into the high school systems.

Every one of these schools were built of brick and glazed interior block walls –and Merkley Supply (and its predecessor, Ottawa Brick and Tile) provided many of the products that made these schools the community icons they were to become.

These high schools were built to last and serve the community into the next century. Schools such as Merivale High School, built of Merkley Supply brick in 1960, have undergone a recent renovation with brick supplied once again by Merkley – 60 years after it opened.

Merkley Supply was also there to support wave after wave of new school construction, from the 1970s well into the 21st century.

School design has undergone its own transformations over the years. At the turn of the 20th century they were powerful, imposing symbols of the seriousness of education. But newer schools like St. Francis Xavier High School in Orleans, designed by Edward J. Cuhaci and Associates Architects, are light-filled vessels of inspiration designed for learning and social interaction. The school’s richly detailed elevations of warm red brick and stone, supplied by Merkley, convey the social importance of schools but now also offer a sense of welcome, community, and adventure.

STONE AND MASONRY SUPPLIES THAT ENDURE FOR THE LONG HAUL

While Ottawa’s older schools were designed before architects and educators worked together to create enlightened spaces for teaching, they remain some of the best places of learning in the city. The great old schools of our past will be here for many decades to come thanks in part to the enduring quality of the materials used in their construction.

Ottawa is now undergoing another spate of rapid growth and there are new schools

Hillcrest High School was built in 1963 with glazed block interior walls supplied by Merkley. The post-war baby boom was followed by a massive school building program in the 1950s and 60s.

being planned or under construction. Last year the Ontario government announced an investment of $162 million for new school and expansion construction in Ottawa, while also committing $23 billion to new school construction projects over the next 10 years in Ontario.

To put that in context, Corpus Christi School in the Glebe was built in fewer than five months for just $47,200 with an enrollment of 320 students in 1926.

Today, exactly a century later, the new Half Moon Bay Secondary School in Barrhaven will cost $77.7 million and will hold 1,474 spaces for students from Grades 7 to 12. The Mer Bleue high school will cost $74.7 million and support 1,439 students in

Orléans. The staggering increase in costs, complexity, and build time reflects the longterm importance of schooling in Ottawa.

Merkley Supply understands that educational environments of exceptional quality are built with materials of exceptional quality, to create spaces that are enduring, beautiful, supportive, inclusive, cost-effective – and, above all, inspiring. Stone and masonry products from Merkley are still used to create our schools and memories 125 years after the company was created, and will continue to do so for many decades to come.

Oh, and if you ever meet Robert Merkley at a cocktail party, he’ll tell you he went to Brookfield High School.

Top : The exterior face brick of Merivale High School was supplied by Merkley Supply in 1960.

Above left: The post-WWI expansion of the federal government in Ottawa drove expansion of school capacity. Glebe Collegiate Institute, built in 1922 with products supplied by Merkley.

Above right: Corpus Christi Elementary School was built in 1926 for just $47,000 in less than five months. Today, school construction costs in Ottawa range as high as $78 million. Photo: Pye & Richards Temprano & Young Architects Inc

Hydro Ottawa Group is a diversified, sustainable energy company, wholly owned by the City of Ottawa.

Hydro Ottawa Group: Beyond the grid

How the company is energizing sustainable growth

Ottawa is no longer just a government town: It is a city in the midst of a physical and economic redesign. From rising residential skylines to the emergence of a world-class defence and aerospace hub, Ottawa’s growth is rapid and undeniable.

But at the centre of this advancement lies a critical question: How are we going to power it all?

OBJ360 sat down with Bryce Conrad, president and CEO of Hydro Ottawa Group, to discuss the company’s role in facilitating this growth and its unique position ushering in a new chapter for Ottawa, Casselman, and Eastern Ontario.

A NEW IDENTITY FOR A MODERN ERA

OBJ360: Hydro Ottawa recently rebranded to “Hydro Ottawa Group.” What does this shift signify for the company’s identity and the future of the city?

Bryce Conrad: The rebrand signifies our evolution into a diversified, future-powered energy and technology leader. It’s a move away from being viewed as just a utility to being recognized as a strategic partner that does far more than just keep the lights on. Our ecosystem is anchored by four subsidiaries: Hydro Ottawa Ltd. (distribution), Portage Power (generation), Envari (energy solutions) and hiboo networks (high-speed fibre). By operating

as one cohesive group, we can lead the energy transition and provide the critical infrastructure needed to power expanding businesses and communities in our service territory. We aren’t just reacting to growth; we are catalyzing it.

SCALING INFRASTRUCTURE FOR A GROWING CITY

OBJ360: With massive housing and commercial expansion in the region, how are you addressing grid reliability while managing this unprecedented demand?

BC: Ottawa has seen substantial growth in recent years, and that trend, if I can call it that, is only going to continue. On the distribution side, we are committing to a historic level of investment. Previously, we might have built one substation every five years; we are now on pace to energize one per year, on average, for the next five years. As part of our sustainability commitment, many of our new developments, such as the Piperville transformer station, are being built as low-carbon substations. So not only are we expanding our grid’s capacity to meet the rising demand, but we’re doing so in a way that has an extremely low impact on the environment.

However, a reliable grid also requires a steady, clean supply. That’s where Portage Power comes in. They are aggressively expanding our generation portfolio, not just through our legacy hydroelectric assets, but by moving into large-scale solar and battery energy storage. This ensures that as the region grows, we have the renewable baseload and storage capacity to keep the system stable during peak times. Continues on next page

Finally, the most reliable megawatt is the one you never have to use. Our energy solutions business, Envari, has become a critical strategic partner for the city’s largest energy users. Through the Ottawa Retrofit Accelerator (ORA) program, Envari is working with major commercial and institutional partners across our territory, helping them maximize energy efficiency and map out deep retrofits. We provide an integrated energy approach: We build the grid, generate clean power, and help our customers use that power as efficiently as possible.

POWERING HIGH-GROWTH SECTORS: DEFENCE AND AEROSPACE

OBJ360: Ottawa is emerging as a leader in Canadian defence. How is Hydro Ottawa prioritizing grid modernization for these high-tech sectors?

BC: As a military brat who grew up on Canadian military bases across Canada and Europe, I’m thrilled to work at a company that is going to power this new defence renaissance. At the end of the day, reliable, scalable power is one of Ottawa’s best economic development tools, and we need to build a grid that’s capable of delivering it to customers. And for high-tech sectors like aerospace and defence, that means modernizing the grid to improve both physical and digital resilience. This includes upgrading cybersecurity and implementing smart

“I’m incredibly proud of our team and the work they do. We have the expertise to ensure that as Ottawa’s economy expands, our infrastructure remains a reliable, sustainable driver of change.”

BRYCE CONRAD, PRESIDENT AND CEO OF HYDRO OTTAWA GROUP

sensors and automatic switches, essentially fail-safes that isolate faults before they impact a wider area.

We are putting infrastructure where the growth is. In Ottawa’s west end, our new transformer substation on Old Second Line is a necessity. It will serve as the backbone for the area, providing the redundancy required by major global defence players and the Canadian Armed Forces themselves. By accelerating infrastructure and developing distributed energy resources closer to the consumer, we give Ottawa a clear competitive advantage, one that we hope will better support our defence and high-tech sectors and grow our local economy.

THE POWER OF CONVERGENCE

OBJ360: You’ve expanded into large-scale solar and telecommunications. Why is this multisector approach valuable to Hydro Ottawa?

BC: We’ve evolved into a one-stop shop for the critical resources modern cities need to function: clean energy, smart efficiency, and high-speed connectivity.

From a generation perspective, the strategic importance of our expansion into large-scale solar and Battery Energy Storage Systems cannot be overstated. In Ontario, one of the main drivers for this expansion comes from the Independent Electricity System Operator’s procurement of new renewable generation, as it has identified an urgent need for clean energy resources to support the

Portage Power is expanding its generation portfolio by moving into large-scale solar and battery energy storage.

Bryce Conrad, President and Chief Executive Officer, Hydro Ottawa Group.

province’s continued growth.

Similarly, we are seeing unprecedented load growth across North America, driven by rapid electrification and the massive power requirements of the data centres that are fuelling the AI revolution. By leveraging our decades of renewable experience to build out solar and the storage systems required to stabilize that power, Portage Power is ensuring we can meet this demand sustainably while driving long-term value for the communities we serve. Our projects are designed to enhance grid reliability by storing energy for when it’s needed most, all while accelerating the transition to clean, zero-emission power. Beyond the environmental impact, this transition stimulates the broader economy by

creating green jobs and stabilizing long-term energy costs.

But the real magic happens when our business lines work together to solve local challenges. One of my favourite examples is our ongoing partnership with Ottawa Community Housing (OCH). This wasn’t just a utility transaction; it was a holistic infrastructure solution. Envari conducted carbon pathway studies for 38 of OCH’s high-rise buildings to maximize energy efficiency, while hiboo networks launched the CommuniFi project to provide essential high-speed fibre to residents. By bringing our group of companies together, we are helping our partners reach ambitious climate goals and actively closing the digital divide in our city.

THE 2030 VISION

OBJ360: Looking ahead to 2030, how will the city be different because of your work today?

BC: By 2030, Ottawa will be a future-ready, sustainable smart city. Our ultimate vision is to enable local decarbonization and be the partner of choice for organizations navigating their own energy transitions.

I’m incredibly proud of our team and the work they do. We have the expertise to ensure that as Ottawa’s economy expands, our infrastructure remains a reliable, sustainable driver of change. We are ensuring the region is prepared for the demands of an increasingly digital and electrified world.

The Piperville transformer station is being built as a low-carbon substation, designed to ensure minimal impact on the environment during construction.

City building projects must include lasting community benefits, says United Way East Ontario

Community

building

is about more than just affordable housing – it’s about creating a community where ‘everyone has a chance to thrive’

With so many large infrastructure projects underway across Ottawa, United Way East Ontario is working to ensure marginalized groups are provided opportunities to thrive during construction – and long into the future.

United Way’s director of community

initiatives, Henry Akanko, has attended many city-building forums over the years and says they’re often focused heavily on infrastructure development for the city.

That’s vital, he says, but equally important is the opportunity to address issues of poverty and quality of life for all Ottawans through these ventures.

“At the core of all city-building conversations, everyone shares the same goal of making Ottawa a better place – a city where everyone wants to come live, work, and play,” Akanko says. “So, we need to broaden the conversation to also include those things that impact people’s lives directly.”

Akanko and his organization advocate for community wealth building strategies. That means:

• Empowering residents to determine the direction and well-being of their communities;

• Implementing progressive procurement policies that create opportunities for social enterprises, along with diverseowned and small local businesses;

• Creating equitable employment opportunities for people who face barriers entering the labour market, such as Indigenous people, newcomers, and people with disabilities; and,

• Reducing wealth inequities for marginalized groups.

“We need to expand the conversation of enhancing and improving our city to work in lockstep with getting people out of poverty,” Akanko says.

For example, he explains that while the ongoing housing crisis requires infrastructure and affordable housing, developers should also work with employment services and training organizations when mapping out projects.

“There is a local shortage of people with expertise in the skilled trades,” he says. “So how do we incorporate an approach where

developers are also providing opportunities for apprenticeship that target marginalized communities that traditionally have been excluded?”

That, Akanko adds, would not only address the skills gap in Ottawa – those who develop new skills would then be able to afford the affordable housing they helped build.

He also makes a case for progressive procurement practices.

It’s not about asking developers to give up requirement controls in big contracts, Akanko says. It’s about setting aside small parts of those contracts to create opportunities for social enterprises, along with diverse-owned and small local businesses, through community development agreements – something United Way can help facilitate.

He says anchor institutions and

developers should think about using public and private investment as a catalyst for inclusive economic opportunity, particularly for marginalized populations experiencing persistent poverty.

It’s a win-win for the entire community.

United Way East Ontario works with a network of local stakeholders to advance community wealth building practices in the region, Akanko says. He argues that a holistic city-building approach should integrate people, process, and place, ensuring that development delivers well-paid jobs, skills development, and long-term community benefits alongside physical assets.

“We have the opportunity to make sure the people who are building these incredible structures can afford to access them,” Akanko says. “Together, we can create a community where everyone has a chance to thrive.”

“At the core of all city-building conversations, everyone shares the same goal of making Ottawa a better place”

HENRY AKANKO, DIRECTOR OF COMMUNITY INITIATIVES

Morley Hoppner Inc.: Building Ottawa’s future

Company offers experience, scale, and strategic growth on a range of projects, from mixed use to adaptive re-use

Founded in 1988, Morley Hoppner Inc. (MHI) is an Ottawa-based construction and real estate development firm committed to creating places that strengthen and enhance the communities they serve. For more than 38 years, its projects have reflected an understanding of local context, technical excellence, and long-term community value.

Through that experience, MHI has consistently demonstrated an ability to remain agile and entrepreneurial even through changing markets, neighbourhoods, and economic conditions.

NOW PART OF SYNERGY GROUP OF COMPANIES

In October 2020 MHI became a division of the Synergy Group of Companies (SGC), an Alberta-based organization that provides integrated commercial construction, interior build-out, and real estate development needs. As part of SGC’s integrated platform, MHI has expanded its capabilities and project reach while preserving its Ottawa identity. The partnership aligns with the long-term vision of Tim Varughese, president of SGC, who has led SGC’s growth into a diversified, constructionfocused enterprise, while also enabling MHI to leverage SGC’s shared expertise, strategic resources, and operational scale.

Leadership has played a central role in that evolution. Brian Morley, partner, project development, brings more than 35 years of experience across industrial, commercial, institutional, and residential construction. His leadership has played a central role in

shaping the company’s success.

MHI has also contributed to nationally significant institutional work, including projects in the Confederation Building on Parliament Hill, highlighting the firm’s readiness to deliver work of national importance.

“Ottawa’s growth really depends on builders who understand both the technical and human sides of development,” Morley says. “Our goal at MHI is to create places that serve our communities well beyond project completion.”

Ken Hoppner also remains involved as the firm’s development partner, providing strategic guidance and development, with Nick Szaszkiewicz now serving as MHI’s vicepresident and district manager. With more than 15 years of experience in construction – including overseeing complex, billion-dollar

projects across Canada – Szaszkiewicz leads MHI’s day-to-day operational activities, placing a strong emphasis on safety, quality, and execution.

“In complex projects, success ultimately depends on early planning and strong collaboration,” Szaszkiewicz says.

A STRONG RECORD WORKING ON COMPLEX PROJECTS

In addition to many of the high-profile, mixed-use developments MHI is known for, the company also has a strong record with complex institutional and adaptive re-use projects. One is 15 des Oblats Ave., a multi-family conversion the company is currently leading in Old Ottawa East between the Rideau River and Rideau Canal. The project involves transforming the historically

significant convent of the Sisters of the Sacred Heart of Jesus for modern residential use while preserving its character and connection to the community.

The firm also participated in the conversion of the former Hershey manufacturing facility in Smiths Falls, Ont., into a medical cannabis production operation for Canopy Growth. Valued at approximately $110 million, 28 projects were completed in two years, with one $35-million project completed in five months, demonstrating MHI’s ability to deliver technically demanding work within aggressive timelines.

Additional notable projects include:

• RYSE, a 22-storey, purpose-built rental tower adjacent to the Confederation Line that is currently underway;

• Westboro Connection, a major 25-storey mixed-use residential development along Ottawa’s light-rail corridor;

• The Parkstone, a nine-storey, mixed-use residential building in Westboro;

• Artefact on Argyle, an adaptive redevelopment situated across from Centretown’s Canadian Museum of Nature;

• Fire Stations 36, 55, and 45 for the City of Ottawa, all three of which are LEED Silvercertified emergency services facilities;

• The first phase of LUXO Place, a landmark mixed-used development featuring a 36-storey apartment and eight-storey long-term stay hotel; and

• The Richcraft, Cavanagh, and Bell Sensplexes: multi-pad, NHL-size arena complexes delivered through a publicprivate partnership with the Ottawa Senators and the City of Ottawa.

MHI has also contributed to nationally significant institutional work, including the Confederation Building on Parliament Hill, highlighting the firm’s readiness to deliver work of national importance.

Beyond construction, MHI is also committed to community impact and charitable partnerships, including ongoing support for Roger Neilson Children’s Hospice and The Ottawa Mission. It also maintains an active membership in the Ottawa Board of Trade.

As Ottawa continues to grow and evolve, MHI’s blend of experience, diversified expertise, and strategic backing alongside its SGC partners positions it as a trusted contributor to the city’s future as it builds structures with lasting community value.

A local model for Canada’s new nation-building strategy

In Renfrew County, the largest infrastructure project in the region’s history is underway – but it’s just one chapter in a much bigger story

A$1.3-billion investment at Canadian Nuclear Laboratories (CNL) in Chalk River is reshaping the economic landscape of eastern Ontario, creating new demand for skilled labour, housing, services, and supply chains.

On its own, it represents a once-in-ageneration development – but it’s actually just the beginning. As Canada pursues a bold nation-building strategy to become an energy superpower, develop its natural resources, lead in science and technology,

and strengthen defence and security, Renfrew County is emerging as a prime example of that vision in action.

Renfrew County has long been anchored by traditional industries –manufacturing, forestry, agriculture, and tourism – supporting dozens of small towns and tightly connected communities. Today, those foundational industries are intersecting with new sectors of national and global significance, positioning Renfrew County as one of Canada’s most

strategically important economic regions.

All this activity bodes well for Renfrew County, located just a short distance east of Ottawa, says Melissa Marquardt, manager of economic development for the County of Renfrew. “These are long-term investments with significant, positive impacts for our region and for the country as a whole,” she explains.

PETAWAWA, HOME TO CANADA’S LARGEST ARMY BASE

Garrison Petawawa is a rapidly-growing economic and community force in the county. As a result, the town of Petawawa is now one of Ontario’s fastest-growing communities, with its population surging to 18,500 residents. Petawawa boasts one of the youngest median ages in Ontario and has among the highest household disposable incomes in the province. Apartment buildings, subdivisions, schools, recreational facilities, and commercial developments are rising rapidly.

Beyond population growth, military investment has sparked a thriving defence manufacturing and technology sector across the county. Companies such as PSP, MED-ENG, Bubble Technology Industries, Raytheon, and others form a growing supply chain serving defence, aerospace, and security markets.

With Canada significantly increasing defence spending, the Petawawa region is well-positioned to capture long-term benefits from that expansion.

SCIENCE, TECHNOLOGY, AND AN ORCHESTRA IN THE TOWN OF DEEP RIVER

At Chalk River, Canadian Nuclear Laboratories anchors a nationally significant science and technology hub with global reach.

Nearby, the town of Deep River offers an unusually rich quality of life for a community of its size. With a yacht club, waterfront parks, top-tier recreation, and even an orchestra, the community is increasingly attracting highly skilled professionals and their families.

CRITICAL MINERALS AND A NEW PROPOSED INDUSTRIAL PARK

The county is also well-positioned to play a key role in Canada’s critical-minerals sector, particularly in magnesium and graphite – essential minerals for electric vehicles, batteries, aerospace, defence manufacturing, and clean-energy infrastructure.

Northern Graphite’s operations highlight the opportunities in the sector. Northern Graphite’s plans to develop the advancedstage Bissett Creek graphite project (15 km from Highway 17, between Deep River and Matawa) is a case in point, with potential to have Phase I production of around 44,000 tonnes per year of high-quality, battery-grade graphite, and could be brought online within two years of an investment decision once funding and permits are in place.

The former Timminco Mining site, just west of Cobden, is currently under environmental

“A $1.3-billion investment at Canadian Nuclear Laboratories in Chalk River is reshaping the economic landscape of eastern Ontario – but it’s just the beginning.”

remediation and could become a critical part of the region’s essential mineral supply chain.

As a result, the Haley Corridor, an industrial area just north of Cobden, is being considered for a future industrial park with ready access to key infrastructure and amenities, including natural gas, electricity, and the nearby Highway 17.

TAP INTO CANADA’S NEXT GROWTH HUB

For skilled trades, engineers, and professionals, Renfrew County offers high-

paying, long-term careers without the housing pressures of major urban centres – and is just a 25-minute commute from Kanata.

For infrastructure, construction, and industrial firms, the region provides proximity to nation-building projects and municipalities actively seeking long-term partners.

For business owners and retailers looking to start up or expand, the region boasts a growing, affluent customer base. Commercial space remains affordable, municipal leaders are accessible, and competition is manageable, offering rare first-mover advantages.

Renfrew County has also launched a powerful new search tool for manufacturers, processors, and logistics operators, mapping all the large industrial and commercial parcels across the county. Click here to review available sites now.

“Some of our communities are underserved in the services sector,” says David Wybou, business development officer at the County of Renfrew. “For example, we have a strong need for entrepreneurs in the independent sit-down restaurant category in Petawawa and a branded hotel for the town of Deep River.”

As Canada retools for a new industrial era, Renfrew County is where strategy becomes reality.

For more information, visit www.InvestRenfrewCounty.ca.

NCC turns up the heat on clean energy at LeBreton Flats

At LeBreton Flats, the NCC is laying the groundwork for a community where clean energy is standard

For the National Capital Commission (NCC), building LeBreton Flats is about more than constructing a new district – it’s about establishing a forward-looking community designed for the long term.

A major part of that vision is the use of a district energy system, an approach that captures heat where it’s not needed and transfers that energy to buildings that can put it to use.

Scott Demark, a partner with Theia

Partners Inc. and technical adviser for the LeBreton district energy system, offered an example of how that will work by alluding to the future arena at LeBreton Flats.

“Let’s say you have a Taylor Swift concert in the new arena on a fall night, and you have a huge crowd that generates a lot of heat,” he explains. “The building is going to have to control that heat. Instead of dissipating it using a chiller and electricity at the stadium, we’ll pump that excess heat

into the district energy system, and we will move that heat over to, say, an apartment building that needs it on that fall night.

“Essentially, the crowd is providing the heating to the apartment building, and that happens all the time, all over the place, in district energy systems. Instead of air conditioning being dissipated to the atmosphere, you’re putting that heat into a system that needs it.”

District energy systems typically result in dramatic thermal efficiency gains and significantly lower emissions.

A MODEL FOR SUSTAINABLE URBAN DEVELOPMENT

For the NCC, the district energy system will be the cornerstone of its sustainability commitments at LeBreton Flats. The system will ensure that the community’s energy system is not only sustainable, but also reliable, affordable, and adaptable.

“LeBreton Flats is being built for the long term, and district energy is the kind of infrastructure that supports that,” says Bill Leonard, vice-president of real estate and development at the NCC. “We’re showing what low-carbon city-building can look like at a large scale.”

Leonard emphasizes that strong

LeBreton Flats is set to be developed with thousands of homes, businesses and attractions - all served by a low-carbon district energy system. Image courtesy of the NCC.

partnerships are key to making the vision a reality. The NCC is working with Hydro Ottawa and Theia Partners to leverage the federal government’s Energy Service Acquisition Program (ESAP) to deliver reliable, efficient heating and cooling. ESAP is a century-long leader in district energy and the force behind one of North America’s largest modernizations of a public district energy system, which was transformed from aging steam plants to a state-of-the-art low-temperature hot water and electric chiller network – making it one of the most advanced systems of its scale.

Through this collaborative approach, the LeBreton district energy system will deliver major emissions reductions to connected buildings.

“Our partnership on LeBreton Flats underscores Hydro Ottawa Group’s commitment to building a resilient, energysmart National Capital Region,” says Guillaume Paradis, executive vice-president, distribution, generation and COO at Hydro Ottawa Group. “By deploying this district energy system, we are not only establishing a new benchmark for energy efficiency and reliability in large-scale urban development, but ensuring our infrastructure can seamlessly integrate future clean

“LeBreton Flats is being built for the long term, and district energy is the kind of infrastructure that supports that. We’re showing what lowcarbon city-building can look like at a large scale.”

BILL LEONARD, VICE-PRESIDENT OF REAL ESTATE AND DEVELOPMENT AT THE NCC.

technologies to foster a sustainable energy future for all residents.”

Once the remainder of the community at LeBreton Flats is built in the coming decades, Demark says the impact will

represent a reduction of about 11 kilotons of emissions annually – benefits that will continue to increase as new low-carbon technologies advance.

“This project represents a significant long-term investment in low-carbon infrastructure, built to deliver lasting environmental and economic benefits while charting a clear path toward a cleaner energy future,” says Paradis.

Equally important to the NCC is the affordability of the system, particularly when it comes to the rates that future residents and businesses will pay.

“Centralized clean heating and cooling will significantly cut emissions across the community, while keeping costs to residents comparable to natural gas,” Leonard says. “By taking this approach, we’re demonstrating that major urban redevelopment can support affordability and deliver public value while advancing climate goals.”

With a district energy system at its foundation, LeBreton Flats is poised to become a model for sustainable, futureready urban development. The project will also demonstrate how thoughtful planning and strong partnerships can bring lowcarbon communities to life.

A group tours the central utility plant at the Zibi Community Utility - another district energy partnership between Hydro Ottawa and the Zibi project. Image courtesy of Hydro Ottawa.

Planning for growth: How Enbridge Gas helps Ottawa build reliably and affordably

‘On the coldest day in January 2026, our system delivered the energy equivalent of more than six times Ontario’s nuclear fleet’

As Ottawa continues to grow – with an emphasis on housing supply and affordability – dependable, cost-effective energy infrastructure is a key enabler of city building and economic development. Enbridge Gas continues to work with the City of Ottawa’s community and economic growth teams to plan for safe, reliable services for its local residential and business customers.

“Natural gas, and Enbridge Gas, play a strong role in making that vision a reality,” says Jennifer Burnham, president of Enbridge Gas Ontario. “Reliable, affordable energy gives businesses the confidence to invest, helps unlock capital, and supports regional economic development, while also contributing to a stable municipal tax base that helps cities like Ottawa plan and grow.”

“Enbridge Gas is a proud partner of the City of Ottawa,” she adds. “We’ve worked closely with the city for many years

through local planning conversations with developers and other utilities, and through engagement with the business community, to support the long-term economic growth Ottawa is planning for.”

INVESTING IN INFRASTRUCTURE WHERE IT’S NEEDED MOST

That collaboration includes data sharing and participation in planning conversations so communities can make informed growth decisions and utilities can target investments where they are needed most.

“Sharing information helps us understand how partners need us to support them, so we can make informed decisions on where infrastructure should be to enable growth,” Burnham explains.

“It’s crucial we collaborate to build the right infrastructure in the right place and at the right time. And that coordinated planning can’t be done in a vacuum.”

“Sharing information helps us understand how partners need us to support them, so we can make informed decisions on where infrastructure should be to enable growth.”

JENNIFER BURNHAM, PRESIDENT OF ENBRIDGE GAS ONTARIO

Enbridge Gas invests in both new and existing infrastructure, to ensure Ottawa has the dependable, reliable energy it needs to meet customer needs and support growth across the city.

A clear Ottawa example is the St. Laurent Pipeline Replacement Project, a $208.7 million investment to modernize critical infrastructure in the National Capital Region. Enbridge Gas is replacing approximately 14.4 km of pipeline located along St. Laurent Boulevard, Sandridge Road, and Tremblay Road, enhancing safety and reliability in a vital part of the region’s distribution network.

The St. Laurent Pipeline directly and indirectly supplies natural gas to approximately 168,000 homes, businesses, and institutions across Ottawa and the surrounding area, including Gatineau. These customers – including hospitals, City Hall, Parliament Hill, RCMP Headquarters, and the Cliff Street heating plant – depend on reliable energy for daily operations.

Three of every four homes in Ottawa use natural gas, underscoring how foundational this infrastructure is to daily life and economic activity.

ENERGY STORAGE THAT HELPS KEEP CITIES RUNNING

Enbridge’s storage and transmission assets are critical to maintaining reliability and price stability for all of Ontario’s communities – including Ottawa – especially during peak winter demand conditions.

The Enbridge Gas Dawn Hub is a storage and transmission network that acts as a giant battery to help balance Ontario’s energy needs, especially during peak periods.

This photo: Enbridge Gas’ Dawn Hub storage and transmission facility in southwestern Ontario functions as a giant underground energy reservoir. It helps maintain system reliability and price stability for communities across the province, including Ottawa.

Below: Crews preparing equipment as part of the St Laurent Pipeline Replacement project in Ottawa.

“We purchase natural gas in the summertime, when costs are lower, and store it underground at our Dawn Hub storage facility,” says Burnham. “Throughout the colder months, when demand spikes, we instantly extract the stored gas from the Dawn Hub and out our transmission lines across southwestern Ontario, and feed it up into northern and eastern Ontario at a reduced cost than if we had to buy gas on the spot market.

“When the cold weather hit in January, during the peak hour of the coldest day, our system delivered the energy equivalent of more than six times Ontario’s nuclear fleet. You need that scale to maintain that reliability and affordability on those extreme

cold days,” she adds.

Enbridge Gas is also focused on demand-side management and energy efficiency programs, and commends Ontario for its integrated energy planning approach.

“We have a strong focus on energy efficiency, whether you’re a residential, commercial, or industrial customer, and we’re actively helping our customers reduce the amount of natural gas they consume through our suite of programs,” Burnham elaborates.

She says Enbridge Gas works with customers to help them manage their energy use, reduce costs, and support their growth goals by connecting them to eligible programs and incentives.

Local businesses face hiring obstacles due to immigration pullback, flawed screening

But there are tools Ottawa businesses can use to acquire talent from abroad, according to Perley-Robertson, Hill & McDougall LLP/s.r.l

In his 39 years of practicing immigration law, Warren Creates (a rare Law Society Certified Specialist) has never seen an environment so challenging for employers looking to hire workers from abroad.

Public support for immigration crumbled over the last three years as many Canadians struggled with unaffordable housing, inflation, and strained access to public services. In response, the government has significantly reduced immigration targets – although skilled economic immigrants remain a high priority.

“It’s definitely a more hostile environment” for immigration, says Creates, who heads the Immigration Law Group at the firm PerleyRobertson, Hill & McDougall LLP/s.r.l. in Ottawa.

That can be a big challenge for local employers looking to hire from abroad, but Creates says there are many tools local businesses can leverage to get the talent they need.

A SIGNIFICANT IMMIGRATION BACKLOG

Another challenge is a significant backlog of millions of immigration applications. To process them efficiently, the initial screening uses advanced analytics software. While an immigration officer may do a cursory final review, Creates says refusal letters frequently offer inadequate reasons and incongruent boilerplate language.

“There are many good government officers, but with this process, the human is less and less of a feature,” argues Creates. “Some of these refusals are unreasonable and unsubstantiated, so they’re being overturned by the Federal Court.”

Canada’s immigration system is also a complex web of considerations, programs,

Ottawa Immigration Law Specialist Warren Creates of Perley-Robertson, Hill & McDougall LLP/s.r.l in MacDonald Gardens Park, whose granite monument commemorates Irish refugees who came to Canada for freedom and security during the Irish Famine (1845-1852).

regulations, and international agreements involving several layers of government. Without an experienced legal professional, employers and applicants are often overwhelmed.

TOOLS LOCAL BUSINESSES CAN USE TO HIRE TALENT FROM ABROAD

Federal policy still offers many avenues for newcomers to legally enter Canada to work. These tools include:

• The C-10 Significant Benefit Work Permit, allowing foreign nationals to work in Canada without a lengthy Labour Market Impact Assessment (LMIA), as long as their

employment offers substantial benefits to Canada.

• Foreign nationals may forgo an LMIA if similar employment opportunities exist for Canadians in that person’s country of origin, thanks to Canada’s free trade agreements.

• The Global Talent Stream also fasttracks approval of highly skilled foreign professionals in high-demand tech roles or specialties.

• The Intra-Company Transfer program expedites the transfer of key employees to a branch office, subsidiary, or affiliate in Canada.

“As lawyers, we know how to use these programs to our clients’ advantage while following the rules,” says Creates. “There’s little chance that employers or employees could understand all of them.”

WHAT TO DO IF AN APPLICATION IS REFUSED

Creates says that, in many cases, a refused applicaton may have a good chance of being overturned in Federal Court. That’s because refusals often fail to satisfy key legal tests. Unfortunately, going to court can mean added expense and delays.

To avoid that, Creates crafts each application with exacting care. His goal is to demonstrate that his client’s case fits the criteria of a specific program.

“I want my client’s matter to jump off the page so that of all the cases reviewed by any officer, ours quickly gets the positive attention it deserves,” he says. “For every case, we’re fighting for justice and what’s good for the person, for their family, for their employer, and for the country.”

Preparation is key to preventing legal consequences for dismissal, according to Emond Harnden LLP

‘Employers typically start to think about termination when they’ve made the decision someone might no longer be a good fit… at that point it’s a little too late’

Companies contending with the difficult process of dismissing an employee must be very careful about their actions, or face potentially serious legal consequences.

Being proactive about maintaining accurate and detailed employee records over a period of time is essential, even before a termination is expected, says Pieter Bakker, an

associate lawyer with Emond Harnden LLP, an Ottawa labour and employment law firm.

“Employers typically only start to think about termination when they’ve made the decision someone might no longer be a good fit, or maybe when a final event has transpired, and at that point it’s a little too late,” he explains. “So make sure that your documentation is ongoing.”

SPECIFIC, TRANSPARENT DOCUMENTATION IS VITAL

Proper record keeping should include details such as conduct and attendance, communication of employee expectations, monitoring of performance, feedback from supervisors, any warnings, investigations and discipline, and meeting dates.

The principles of progressive discipline,

“Saying that an employee wasn’t performing well may make sense to the author of the note, but not to any outside party. You have to be concrete and describe specific facts. For example, on this day, this happened, the employee’s role was this, and then describe what went wrong.”

PIETER BAKKER, ASSOCIATE LAWYER, EMOND HARNDEN LLP

whereby an employer uses a structured, gradually escalating approach to correct performance or behavioural issues prior to resorting to termination, must also be clear. This can prevent later allegations from a former employee that their termination was done in bad faith, says Bakker.

“It’s important that you document the steps that came before the termination, so you don’t suddenly have to present an ultimate penalty for a single incident on record,” he stresses.

If there is a performance issue or incident, documenting the employer’s intervention can help illustrate the existence of relevant employer-employee communication. This can also aid with the reliability and credibility of witnesses if a dismissal ends up in court.

This documentation, Bakker says, must be very specific. “Saying that an employee wasn’t performing well may make sense to the author of the note, but not to any outside party. You have to be concrete and describe specific facts,” he explains. “For example, on this day, this happened, the employee’s role was this, and then describe what went wrong.”

The employee should also be given access to that information. “It always reflects well on an employer if they’ve given the employee an opportunity to at least take note that there is a written document in

place. Giving the employee an opportunity to sign off on the document on their record goes a long way,” Bakker adds.

Employee records must be maintained in a secure, organized, and retrievable location so they can be easily recalled

THE IMPORTANCE OF IN-PERSON TERMINATION MEETINGS

• Terminating an employee is a very sensitive and personal matter, so the termination meeting should be held in person if feasible.

• It’s also good practice to have at least two employer representatives present, including a human resources staffer with a neutral perspective.

• That’s important, because if an element of the meeting is later contested, witness evidence can be provided about what was said and how it was delivered.

should a dismissal end up in court. Otherwise, trying to reconstruct or find documentation spread out in different places can be very difficult.

ALWAYS BE SURE TO DELIVER A PRECISE, TRUTHFUL MESSAGE

During a termination meeting, a script can help employers ensure they deliver a precise and truthful message. Any mistruths about a termination can prove detrimental to the employer if the case ends up in court, Bakker warns.

Detailed notes should also be taken during and after the meeting. “Courts value notes taken contemporaneously, and potentially even signed for acceptance or having been viewed by the employee,” he says.

Employers must also be careful about the timing of a dismissal, such as avoiding letting people go just before or after the holiday season, or if a medical issue is involved.

“Timing is often brought up in human rights complaints to try to prove that a person’s disability might have played a role in the reason for termination,” says Bakker.

“That risk is typically mitigated with excellent documentation, if it allows the employer to prove this was a long time coming, and the termination actually had nothing to do with the person’s disability.

“Timing is crucial,” he stresses.

How Westboro’s female entrepreneurs are making it an attractive destination to live, work and play

With double the national average of women-operated businesses, Westboro is a prime example of community-focused leadership

When fitness guru Amber Stratton opened the first Pure Yoga studio in Ottawa in 2012, Westboro was her first choice. “The space we found was a really good starting point for us and felt just right,” explains Stratton, co-owner of Pure Yoga, Pure Fit, Pure Kitchen, and Framework.

“That studio still exists today – and our first customer is still a member.”

Having lived in Westboro for a decade, the serial entrepreneur says what she loves most about Westboro is how both residents and retailers are loyal and supportive of small businesses. It’s also a very walkable, selfsufficient community, where spaces like hers bring like-minded people together to enjoy each other’s company.

As a business owner, the opportunity to share her passion and have it so well received gave her the confidence to open branches of her other businesses – Pure Kitchen and Framework – in Westboro, as well.

Stratton is part of the nearly 250 businesses in the Westboro area, 40 per cent of which are women-led. That’s nearly double the national average: According to the Canadian Survey on Business Conditions (CSBC), of an average of one million private-sector businesses, 20.9 per cent are majority-owned by women.

WHY WESTBORO LEADS IN WOMEN-OWNED BUSINESSES

“Westboro Village BIA (WVBIA) is fortunate to have a strong base of women-owned and women-led businesses along our traditional main street,” notes Judy Lincoln, executive director of Westboro Village BIA. “They are engaged not only in our business community but also in the wider community. It is remarkable to see how they come together to

support each other, learn from each other and help all the businesses grow.”

One of those women is Westboro resident Molly van der Schee, who has run The Village Quire gift shop for the past 15 years. “Westboro Village is unique – not just because we have a large percentage of women business owners, but because so many of us want to lift each other up and see one another succeed,” she says. “I know for me, if one small business wins, it is a win for all of us.”

Kate Laird, WVBIA board chair and owner of Love Your Body Fitness, agrees. “One of the most powerful things about Westboro Village is the concentration of women-led businesses and the culture of genuine support between us.

“That spirit of collaboration over competition is something I’m incredibly proud to be part of.”

STRONG COMMUNITY BONDS MAKE ALL THE DIFFERENCE

The Village Quire’s van der Schee says Westboro’s sense of community is the community’s secret weapon. “I have generations of customers who have frequented my store,” she explains.

“Neighbours and friends run into each other here in the shop. They might both live in Westboro, but haven’t connected in months or even years,” van der Schee continues.

“Beyond a business that sells cards and gifts and wrapping paper, this shop is a touch point for the community. It’s our Westboro community that made that happen.”

Katie Valente opened Fratelli Westboro with her late husband, Robert Valente, in 2005, taking over the business after he passed away in 2015. Since then, she has received nothing

but immense support from Westboro residents and fellow Westboro women entrepreneurs.

“The tightly-knit community of Westboro was a perfect fit for our neighborhood Italian restaurant,” she says. “A lot of our staff live in the vicinity. Plus, there is no competition here because we all happily co-exist, support each other and celebrate one another’s success.”

REPEAT CLIENTELE WHO BECOME CUSTOMERS FOR LIFE

Valente and van der Schee note that Westboro being an affluent neighborhood helps immensely, with repeat clientele who soon become customers for life being a regular occurrence. Planned and current condo and LRT developments also mean more people moving to Westboro – and more opportunities for local businesses.

“The better the diversity of businesses means increased foot traffic to Westboro from all over Ottawa, as we strive to see Westboro become a destination of choice,” Valente says.

Fratelli Westboro

From research to partnerships: uOttawa is industry-ready in defence, security, and aerospace

University’s research strength and ecosystem leadership support mission-driven partnerships in the sector

Defence and security may dominate headlines in the national capital today, but for the University of Ottawa, the work has been underway for years.

“This is nothing new for us,” says Muralee Murugesu, associate vice-president, innovation, partnership and entrepreneurship in the Office of the Vice-President, Research and Innovation (OVPRI). Murugesu has partnered with Defence Research and Development Canada (DRDC) for more than a decade and is engaged in projects with aviation and defence firm General Dynamics.

“This is something we’ve already been doing for a while.”

As the only U15 university in the National Capital Region, uOttawa operates at the intersection of federal decision-making, industry, and international partners, and has built a broad base of defence-relevant expertise across its 10 faculties.

That positioning is increasingly important as Canada seeks to strengthen domestic defence capabilities and modernize supply chains.

SCALING MISSION-DRIVEN RESEARCH

While university research often centres on experimental deep technologies, Murugesu says the current environment is accelerating expectations.

“There’s a clear need for certain technologies that need to be delivered at a faster pace.”

Mission-driven research, he explains, depends on coordinated expertise across disciplines.

“Take a radar system, for example,” Murugesu says. “You need advanced sensing technology. You need quantum AI. You need semiconductors. You need minerals. It’s a value chain.”

That systems-level thinking is reflected across the university. The Faculty of Engineering plays a central role in national security, defence, and aerospace research, with researchers working in quantum technologies, AI, cybersecurity, semiconductors and secure communications.

Professor Caroline Cao, dean of the Faculty of Engineering, says the faculty has strengthened its industry engagement to ensure programs reflect sector needs.

“Canada’s defence and aerospace sectors need engineers and computer scientists who can solve problems that don’t exist yet,” Cao says. “That means training people who can move across technical disciplines. It also means working closely with industry to ensure our students graduate with realworld experience.”

LEADERSHIP, TALENT, AND WORKFORCE DEVELOPMENT

uOttawa plays a leadership role through initiatives such as the Arctic Symposium and the National Security Innovation Forum (NSIF), including its Canada-Europe edition, and by focusing on defence and technology collaboration.

Program modernization efforts integrate industry perspectives to ensure graduates develop in-demand technical

The Honourable Anita Anand, Canada’s Minister of Foreign Affairs, at the uOttawa Nordic-Canadian Arctic Symposium held at the University of Ottawa on January 28, 2026.

skills. Experiential learning through coop placements and research internships provides applied experience.

Through its Professional Development Institute (PDI), uOttawa offers a series of defence-aligned programs, including entrepreneurship and coding programs for veterans.

“By knowing what industry and government needs, we can prepare our graduates to contribute immediately,” Murugesu says. “These students can slot in very quickly.”

STRATEGIC LOCATION AND INDUSTRY PROXIMITY

uOttawa’s location enables close collaboration with the Department of National Defence, intelligence agencies, and allied embassies. That advantage is reinforced by its Kanata North campus, where proximity to technology and defence firms facilitates applied research partnerships.

“It’s often assumed that collaborating with the university requires a long lead time. But that’s not the case. We’re ready to go,” Murugesu says. “We’re ready to partner with industry.”

2026

DEFENCE + SECURITY

DEFENCE INNOVATION WHY OTTAWA COULD SHAPE DEFENCE SECTOR GROWTH

INDUSTRIAL STRATEGY

HOW WE GET TO 5% OF GDP, AND WHAT IT MEANS FOR OTTAWA COMPANIES TO WATCH THE COMPANIES HELPING MODERNIZE AND REBUILD MILITARY

PHOTO BY MCPL WILLIAM GOSSE, CANADIAN ARMED FORCES.

Your Solution. Our Orchestration. Canada’s Sovereignty.

Transforming domestic innovation into real-world Canadian military power.

Command and Control

Calian VENTURES is Canada’s defence innovation orchestrator, helping small and medium-sized enterprises (SMEs), government and partners scale proven Canadian defence solutions into sovereign capabilities.

Learn more Autonomous

Integrate, validate, gain market access and scale your solution into NATO and CAF programs.

FOREWORD

Ottawa is not only our nation’s capital. It is a hub of innovation, policy, and industry that quietly underpins our country’s security every day. From the public servants and politicians shaping strategy on Parliament Hill, to the sensitive planning at National Defence Headquarters and military sites around town, to the engineers, technicians, and entrepreneurs building next-generation capabilities in Kanata and beyond, Ottawa plays a central role in our national defence ecosystem.

It is our hope this report will provide a glimpse into some of the work underway, and where it’s all leading. You will meet the companies, leaders, and public institutions driving change, creating jobs, and strengthening Canada’s position with its allies.

The conversations we’re having around defence right now are not abstract. Decisions are being made, investments are being planned, and careers, fortunes, and the defence of the realm hang in the balance. I hope this executive report illuminates the challenges and opportunities ahead for Ottawa.

Phil Gaudreau EDITOR, EXECUTIVE REPORT ON DEFENCE + SECURITY

Canada stands at a pivotal moment for its defence and technology ecosystem. The release of the Defence Industrial Strategy marks a transformational vision for strengthening Canada’s sovereign capabilities, industrial capacity, and long-term economic resilience. We are entering a new era — one that will open the door to meaningful opportunity for Canadian companies ready to innovate, scale, and lead. This milestone did not happen by chance. It reflects many years — over 10 of them — of relentless and resolute advocacy of our members, many of whom share their insights throughout this edition. Their steadfastness has helped ensure that industry is part of the national conversation on defence, security, and technological sovereignty. We are proud to be their voice.

Now, the focus must shift from vision to execution. Turning strategy into reality will depend on implementation at scale across government and with industry. The opportunity is here. It is on all of us to deliver.

Christyn Cianfarani PRESIDENT AND CEO, CADSI

WELCOME LETTER

On behalf of Calian, it is my pleasure to introduce the Ottawa Business Journal’s inaugural Defence and Security Executive Research Report. This is a timely and important contribution to Canada’s national security conversation and there is no more fitting place for that conversation than Ottawa.

Canada is at a defining moment. As Prime Minister Mark Carney recently emphasized at the World Economic Forum, the rules-based international order that has supported global stability for decades is under strain. Power is now being contested across economic, cyber, space, and information domains. For middle powers like Canada, the implication is clear: If we are not actively shaping the future, it will be shaped for us.

That starts here in Ottawa. As the seat of government, defence policy, military and defence industry leadership, and procurement decision-making, Ottawa sits at the centre of Canada's defence and security ecosystem. It is where strategy is set, priorities are debated, and long-term national capability is formed.

Across government, a renewed focus on readiness, resilience, and sovereignty is taking shape. The Minister of National Defence has underscored the urgent need to rebuild readiness and strengthen Canada’s defence industrial base, while the establishment of the Defence Investment Agency marks a meaningful step toward accelerating procurement and aligning capability development with national priorities.

For the Canadian Armed Forces (CAF), the operating environment continues to grow more complex. Persistent activity in the grey zone means that readiness can no longer be episodic; it must be sustained. Sovereignty increasingly depends on who controls data, infrastructure, and decision authority.

Industry has a responsibility to meet this moment. At Calian, we are investing in

the capabilities Canada needs most: nextgeneration military training, cyber and emissions security, space solutions, ISR integration, and sovereign systems engineering. Our commitment of $100 million toward advancing Canadian sovereign command, control, communications, computers, cyber, intelligence, surveillance, reconnaissance, and targeting (C5ISRT) capabilities represents just the beginning of this long-term focus. It starts here in Ottawa, working with our partners to build integrated and interoperable solutions that mobilize CAF readiness.

This research report provides critical insight into that evolution. Inside, you will find informed perspectives from defence, security, government, and industry leaders on how Ottawa can strengthen its defence industrial base, deepen resilience, and invest in capabilities that endure. These insights will challenge assumptions, spark dialogue, and promote alignment across our national security ecosystem.

Ultimately, this report reinforces a central truth: Canada, with Ottawa leading the way, has both the opportunity and the obligation to shape its defence future with clarity and confidence.

To our sponsors and partners, thank you for advancing this vital conversation. And to our readers — policy leaders, military professionals, and industry colleagues — I invite you to engage deeply with the analysis and ideas presented here.

The moment demands leadership. Ottawa has it. Together, we can ensure it is matched with the capability required to secure our sovereignty and strengthen our future.

Sincerely,

Chris Pogue PRESIDENT, DEFENCE AND SPACE CALIAN GROUP LTD.

ROUNDTABLE: WHAT SECTOR LEADERS TOLD US

A group of influential, knowledgeable and well-connected defence experts joined OBJ to share their thoughts at a special panel looking at Canada’s defence sector. The wide-ranging conversation covered procurement, policy and economic development within Canada’s defence sector.

PHOTOS BY MARK HOLLERON

“Our defence policy should focus on IP. It’s the only way you can have a sustainable economy. We are awarding these big contracts to hyphenated primes and they're not allowed by the U.S. Department of War to develop mission-critical technology, so they do system integration. For all the critical components where the IP is, they hire their friends and family. That's business. So, our defence policy must focus on Canadian content in the core technology so we can create IP.”

DIPAK ROY D-TA Systems

“The Security Action for Europe agreement opens up the doors in Europe, and allows for an awful lot of participation for Canadian industry to work with the larger OEMs and systems integrators in order to move a lot of small and medium enterprises into the larger leagues that tend to be held by the Americans.”

ALAN STEPHENSON

David Pratt & Associates

Back row, left to right: Dipak Roy, D-TA Systems; Mike Nelson, TACTIQL; Samuel Witherspoon, ANVIL; Hugo Hodgett, H2 Analytics; Charles Barlow, Robotics Centre; Joel Tkach, Ottawa International Airport Authority; Nicolas Todd, CADSI; Jeff Hamillton, EY; Michael Curran, Ottawa Business Journal; Phil Gaudreau, OBJ contributor. Front row, left to right: Alan Stephenson, David Pratt & Associates; David Hudock, PCL; Real Thibault, Federal Fleet Services; Muralee Murugesu, University of Ottawa; Chris Pogue, Calian Group; Amy MacLeod, MDA Space; Simon Rechicho Moisan, CADSI. PHOTOS BY MARK HOLLERON

“The nature of our industrial base is a function of how the government buys. You go to war with the army you have, with the industrial base you have, and with the values that you're trying to transmit through how you buy. If we want to do this for ourselves and want to increase our sovereignty, independence, and meet economic growth objectives, we're have to change. It’s going to require new ways of developing policy, and having industry at the table.”

NICOLAS TODD CADSI

“All of these government innovation, research, and development programs are one year long, resulting in an imposed valley of death by both the customer and by the regulator. In the case where organizations are going through those processes, they often end up where they are not yet legally allowed to sell their solution that has been tested, validated, and approved by the government to the government due to another application process.”

HUGO HODGETT

H2 Analytics

“The defence industry in Canada is 85 per cent small and medium-sized businesses. Those businesses typically end up in someone else's supply chain, and they're trapped in someone else's supply chain because if you survive there, it's because you're cheap or you absorb risk. That doesn't allow those companies to thrive, and their IP doesn't get into the solution. We have to focus on opportunities that deliver asymmetric value and invert the cost per effect paradigm, and look for IP that generates long-term sustainable growth which probably means eventually reaching an export market in some fashion or another.”

CHRIS POGUE

Calian

“MDA and Telesat are examples of what policy can do over the long-term. All our IP is in Canada. 3,900 of our 4,000 people are in Canada, we’re headquartered in Canada, and both of us export globally. When you're talking about what we can do for Canada with our smart people, we can do anything we want. And you can establish long-term competitive world-class businesses given the opportunity and with the right policy framework.”

AMY MACLEOD MDA Space

“I suspect it will take five years for the government to get traction on this file. Many of the required changes are dependent on the Canadian government and its policies, and dependent on a workforce with the right skill sets.

I’m hopeful that good things will come from the prime minister standing up the Defence Investment Agency and the Defence Industrial Strategy as signals to correct some policy layers.”

JEFF HAMILTON EY

“I believe all the (government’s) intentions are good, but deliberate direction and policy are needed to ensure SMEs get a fair shake via subcontracts and inclusion in larger contracts, as well as opportunities to sell directly to the Department of National Defence and Canadian Armed Forces. A major concern is how large companies and their lobbying efforts could shape this to maximize their control over SME access and market share, and this is why business-to-government opportunities are so critical.”

MIKE NELSON TACTIQL

“We've been working very closely with Ukrainians. We're learning a lot from them, and they're learning a bit from us too, because they don't really know how to manufacture things. You can't really think of something that Ukraine made before the war that anybody bought. They are incredibly resilient and incredibly smart about the way that this stuff works.

I saw a company that makes 200,000 drones a month in Ukraine. That company didn't even exist two years ago.”

CHARLES BARLOW Robotics Centre

“We have a unique opportunity in software to co-develop and build a competing product. If we have that opportunity offered to more companies, it attacks two beliefs that I've seen that have lodged in DND and the CAF. The first is that they have these bespoke requirements, and yet when you scratch them long enough you discover they don't exist. The second is the 'I need it available now' mentality but procurement never brings something to the table 'now'. There’s always this incremental window of three to five years. We want things as fast as possible, but reality has never matched that. What if instead we gave 10 Canadian companies $1 million to build minimally viable capabilities for some department, and then evaluate which company did the job well, then reinforce it and scale it and winnow it down over and over … that's a model that could work.”

SAM WITHERSPOON

ANVIL

WHAT IS OTTAWA’S DEFENCE INNOVATION HUB?

RIGHT: Canadian Armed Forces members conduct a convoy exercise with members of the U.S. Army at the Mihail Kogalniceanu (MK) Air Base in Romania during Operation REASSURANCE, Nov. 11, 2022.

PHOTO BY CPL. ERIC CHAPUT, CANADIAN ARMED FORCES PHOTO

A Royal Canadian Air Force CF-18 Hornet Pilot taxis out to the runway before a combat training flight during Operation REASSURANCE - Air Task Force Romania on Sept. 22, 2020 at Mihail KogÓ‘lniceanu Air Base, Romania. PHOTO BY: S1 ZACH BARR, AIR TASK FORCE ROMANIA

ABOVE: A CH-146 Griffon utility tactical transport helicopter of the Air Task Force is about to land on a mountain peak as part of a high-altitude mission during Operation CADENCE in Kananaskis, Alta.

PHOTO BY MCPL. STEEVE PICARD, JUNE 14, 2025, KANANASKIS, ALBERTA

Over 330 defence, aerospace, and cyber companies.

Four NATO DIANA (Defence Innovation Accelerator for the North Atlantic) facilities.

And, of course, National Defence Headquarters, among other government offices and agencies — including allied embassies.

These are some of the proof points that Invest Ottawa, the cities of both Ottawa and Gatineau, and partners like the Ottawa Board of Trade and Kanata North Business Association are using to make the case for the National Capital Region as the prime location for a Canadian Defence Innovation Hub.

WHAT WOULD THIS HUB DO?

The idea behind establishing a Defence Innovation Hub draws inspiration from other countries around the world such as the U.S., Australia, France, and Israel. Specific regions within those countries integrate and leverage their country’s research and development, venture capital, startup sector, and federal leadership to help develop and deploy new technologies from the lab to the battlefield more quickly.

Invest Ottawa, a key proponent of the hub being located in the Ottawa area, says, if Canada were to get on board with the idea, such a hub would have the potential to, “mobilize the nation’s core defence, security, technology, research, and financial assets to strengthen sovereignty, readiness, and economic impact.”

At a time when the federal government’s headcount is shrinking, but its military spending is growing, the potential economic impact takes on added importance. The hub’s partners forecast that its presence in the National Capital Region could create up to 18,000 jobs and generate as much as $9 billion in GDP.

It’s worth noting that the idea behind the hub is to create a strong local ecosystem, backed by deliberate and coordinated federal investments and decisions. It won’t be a single location or office.

WHAT IS THE CURRENT STATUS OF THE PROJECT?

Invest Ottawa made a pre-budget submission to the federal government, requesting that the federal government endorse and fund the creation of the hub.

That proposal did not make an appearance in the government’s 2026 budget.

CANADA’S CAPITAL REGION DEFENCE INNOVATION TASK FORCE

Canada’s Capital Region Defence Innovation Task Force launched at the Mayor’s Breakfast in February 2026. Its primary purpose is to transform Ottawa-Gatineau into a globally recognized Defence Innovation Hub, moving the region beyond its identity as a government town. It is co-chaired by Ottawa Mayor Mark Sutcliffe and Gatineau Mayor Maude Marquis-Bissonnette. The honourary chair is retired general Rick Hillier.

PURPOSE OF THE TASK FORCE: This Task Force exists to drive implementation, setting clear priorities, aligning, and unleashing resources, and activating Ottawa–Gatineau’s unique assets to:

• Drive new opportunity and impact for innovators, companies, and our region in defence, aerospace, space, security, cybersecurity, and related sectors

• Help unlock up to $3 billion in new business, infrastructure, and investment for our innovators, companies, and regional economy

COMPOSITION: Six executive members; 27 core members

SELECTION CRITERIA: Task Force membership was intentionally selected to reflect the Ottawa-Gatineau defence innovation ecosystem.

This spans priority technologies and sectors, markets, and stages of growth, capital, and infrastructure, veteran and veteran-led leadership, policy and procurement influence, and the sovereign capability needs of the Canadian Armed Forces. It brings together leaders from diverse backgrounds with the authority, networks, and resources to deliver impact.

SUBCOMMITTEES & ECOSYSTEM ENGAGEMENT: Subcommittees (homegrown companies; multinational firms, and innovation-based organizations) provide open, inclusive forums for broad ecosystem dialogue and participation.

• Each subcommittee co-chaired by an associated Ottawa and Gatineau leader who sits on the core Task Force to ensure priorities, insights, and opportunities are directly integrated into decision-making and implementation

• Ensures a continuous, real-time flow of relevant insight on emerging opportunities, priorities, and challenges from our ecosystem

COMMITMENT & DELIVERY: Members commit to a minimum of three full Task Force meetings per year (three hours each) and an average of up to five hours per month.

• Support priority-setting, implementation, information sharing, and delivery of assigned actions and projects (separate from individual organizational defence objectives)

RESOURCES & INTEGRITY: Members are expected to make decisions, mobilize, and allocate resources from their organization.

• This includes people, expertise, data, networks, and, where appropriate, financial or in-kind contributions support to advance shared priorities, opportunities, and impact

• Members will disclose and manage any conflicts of interest in accordance with best-practice governance standards

Source: Invest Ottawa

DEFENCE INDUSTRIAL STRATEGY

HOW WE GET TO 5% — AND HOW OTTAWA GETS ITS SHARE

Canada’s spending on military has most recently hovered around 1.3 per cent of GDP — well below the two per cent target the federal government agreed to in 2014 in the wake of Russia’s invasion of the Crimean Peninsula.

Last summer, NATO members, including Canada, agreed to a five per cent of GDP target effective for 2030.

Getting to five per cent — and first to two per cent — will require a guiding strategy, which is why the federal government finally unveiled Canada’s first Defence Industrial Strategy this past February. The document is a comprehensive federal plan to strengthen the country’s defence industrial base by aligning defence procurement and industrial policy with national security goals.

The strategy aims to expand domestic defence production, reduce reliance on foreign suppliers, grow exports and link defence capability with economic resilience.

At its core, the strategy introduces a

PHOTO BY S3 OWEN DAVIS, CANADIAN ARMED FORCES

PHOTO BY SAILOR THIRD CLASS MCKAYLA RYCE, CANADIAN ARMED FORCES.

build-partner-buy framework that favours Canadian firms where possible, promotes joint development with trusted allies when needed, and resorts to foreign purchases only when necessary. The strategy identifies priority “sovereign capabilities” such as aerospace, ammunition, digital systems, sensors, space, specialized manufacturing, and uncrewed systems (aka drones), with initial investments of roughly $6.6 billion over five years to stimulate innovation, stabilize supply chains, and help Canadian companies scale.

A new Defence Investment Agency is also being created to coordinate procurement, cut red tape and work with industry earlier in the process.

WHAT DOES IT MEAN FOR OTTAWA?

The National Capital Region is already home to a large portion of federal defence spending decisions, research agencies and industry partners. With targets such as sourcing 70 per cent of defence procurement from Canadian firms, expanding defence exports by 50 per cent, and creating up to 125,000 new jobs, the thinking is that Ottawa’s economy could see greater participation from local engineering, manufacturing and tech companies resulting from these investments.

The strategy also pledges to strengthen relationships between the federal government, the Canadian Armed Forces, and private industry by engaging firms sooner in capability development and procurement planning. The goal is to reduce delays and to help boost defence innovation by making it more likely that defence startups can navigate the ‘valley

of death’, ensuring they don’t run out of funding before making their first sale to the Canadian government.

Capitalizing on the strategy and the increased defence investment requires a coordinated approach, which is why Invest Ottawa and partners have been building the case for Ottawa as the ideal home for nationally focused defence investments. Invest Ottawa has had a substantial influence on the creation of the Defence Industrial Strategy, and the strategy’s author now sits on an Invest Ottawa task force aimed at boosting investment in the region.

WHAT HAPPENS NEXT?

With the framework in place, the next steps include rolling out the mechanisms that will make it work. The Defence Investment Agency will need to become operational, and detailed implementation plans will be published, including criteria for selecting strategic industry partners and timelines for sovereign capability development. Ottawa will begin aligning procurement pipelines with the strategy targets, publishing forward-looking acquisition plans so companies can plan investment and hiring.

In the short term, expect announcements about specific investments, new research hubs (such as for drone and autonomous systems, or quantum technologies), and support for small and medium-sized defence firms.

Over the longer term, the government will measure progress against its employment, export, and procurement goals as it works to make Canada’s defence industrial ecosystem both more autonomous and globally competitive.

PHOTO BY MCPL

WILLIAM GOSSE, CANADIAN ARMED FORCES.

YOW: Infrastructure for Canada’s Defence Evolution

Ottawa International Airport (YOW) is ready to support the next phase of the Department of National Defence’s requirements and innovation. YOW can serve as a strategic aviation hub tailored to DND’s evolving operational needs.

• Ready to build: 90 acres of airside land ideal for non‑weapons‑related logistics, maintenance, cargo, and research and development facilities.

• Operational efficiency: A shared, world‑class airfield with a self‑contained military footprint set apart from civilian activity.

• Connected ecosystem: Direct access to the National Capital Region’s talent, technology sectors, and federal institutions.

WHAT IS THE DEFENCE SECURITY RESILIENCY BANK (DSRB)?

The DSR Bank will be a multilateral bank owned exclusively by nationstates, designed to mobilize the capital needed to help like-minded allies and partners finance their capabilities for defence, security and resilience efforts — hence the tagline, “collectively investing in collective security.”

The group behind the proposal is pitching the bank as a missing middle layer between institutional funds and commercial banks, saying the institution would allow nations and companies to secure low-interest loans without assuming joint debt risk while also supporting industrial scaling by providing guarantees to private capital.

Companies that spoke to OBJ for this story stressed the difficulty defence companies — particularly startups — have in accessing capital, which makes the notion of a lender focused on their industry particularly attractive.

The bank is led by Canadian banking executive Kevin Reed. The majority of the banks involved are Canadian. There’s a global search underway to find a home for the bank, and Ottawa is not the only Canadian city making a pitch.

Still, what structure the bank will take and who will be involved is uncertain. The U.K. and Germany have ruled out participating in the bank, and no country has formally declared they will participate — though representatives from as many as 37 countries have met to discuss the bank’s design and purpose, and Canada’s government has been a strong advocate.

WHY OTTAWA?

The bid to host the DSRB in Ottawa is backed by businesses, banks and politicians. They see the National Capital Region as an ideal

location due to its proximity to federal decision-makers in Canada, as well as foreign missions, diplomats, and defence and tech companies.

Advocates for Ottawa like the potential for job creation and how it might complement efforts to start a local Defence Innovation Hub.

While a traditional bank might typically be based in a financial capital, the DSRB would not be a traditional bank — and would benefit from proximity to the machinery of government that only a nation’s capital can provide.

WHY NOW?

Reed recently told an Ottawa Board of Trade event that the need for the DSRB was identified years ago and, with NATO members pledging to increase defence spending to five per cent of GDP, the creation of the bank cannot wait any longer.

“We've seen the pace of change in the geopolitical realm … we've seen threats emerge,” he said. “We believed if (a five per cent target) was passed, taking NATO spend from $1.4 trillion to $4 trillion, that would be a tectonic step up of investment into defence. Since that happened, we could start to see the movement within NATO nations.”

Since that fateful decision, Reed said they have signed up 10 major banks with more on the way, and global interest in the bank’s potential.

WHO ELSE IS IN THE RUNNING?

Other Canadian cities are being discussed as options, including Toronto and Montréal. The federal government is actively promoting Canada as a home for the DSRB, but hasn’t stated its preferred location.

“WE'VE SEEN THE PACE OF CHANGE IN THE GEOPOLITICAL REALM … WE'VE SEEN THREATS EMERGE. WE BELIEVED

IF (A FIVE PER CENT TARGET) WAS PASSED, TAKING NATO SPEND FROM $1.4 TRILLION TO $4 TRILLION, THAT WOULD BE A TECTONIC STEP UP OF INVESTMENT INTO DEFENCE. SINCE THAT HAPPENED, WE COULD START TO SEE THE MOVEMENT WITHIN NATO NATIONS.” KEVIN REED

Q&A: DEFENCE AND SECURITY INNOVATION IN THE NATION'S CAPITAL

The Canadian Association of Defence and Security Industries (CADSI) is a memberbased organization located in Ottawa that advocates for hundreds of defence businesses across the country.

We sat down with its Vice-President of Government Relations and Communications, Nicolas Todd, to discuss the changes afoot in Canada’s defence sector.

PHOTO

Nicolas Todd is vice-president, government relations and communications with the Canadian Association of Defence and Security Industries (CADSI). He also serves as head of the Canadian delegation to NATO’s Industrial Advisory Group.

Designed for operational reality. Built for mission certainty.

Compugen is Canada’s largest privately-owned IT solutions provider, delivering secure infrastructure, cloud, cybersecurity, and mission-enabling technologies for defence, government, and industry partners.

We operate where security, modernization, and mission assurance intersect; helping organizations design, procure, integrate, and support the technologies that power secure operations.

Veteran-led Defence + Security Leadership

Proven delivery discipline

Extensive Federal Government personnel clearances and procurement vehicles

Secure, government-approved facilities and document safeguarding capabilities

Canadian sovereign cloud and secure hosting services

Supporting mission-critical and high-assurance environments across defence, government, and critical infrastructure

National deployment capability with coast-to-coast operational support

Supporting interoperability across Allied and NATO environments

Q: What does Canada's new defence and security spending and Defence Industrial Strategy (DIS) mean for Canadian businesses?

A: The two things – increased, sustained spending and the Defence Industrial Strategy (DIS) outlining how and where the government will invest – are tightly interwoven and must continue to be if we're to build a strong Canadian defence and innovation base. For decades, Canada has spent its defence dollars in boom-and-bust cycles, using a procurement system that did not favour – and in many cases hindered the growth of – Canadian defence companies, 92 per cent of which are SMBs. Now, for the first time, industry can see a clear statement of intent to support the sector with targets and deadlines. Turning that strategy into reality will be the hard part. For any company, the true demand signal – the thing that will move the needle on production, hiring, or building a new factory – is government contracts, enabled by faster procurement. That’s what industry will be watching for.

Q: Appreciating that Canada isn't necessarily suddenly going to start building fighter jets, submarines, and tanks, where should Canadian businesses focus?

A: We do build naval vessels, and the National Shipbuilding Strategy is an example of a program that rebuilt a fledgling area of industrial capability into a strong subsector that employs thousands of Canadians. But it took active government intervention –something that’s very common in the highly regulated global defence market.

The DIS provides a list of 10 sovereign capabilities, areas of established domestic expertise where the government wants to maximize autonomy and reduce supply chain vulnerabilities. These include traditional domains like aerospace and armoured

vehicles, but also emerging technologies like secure cloud and quantum. This won’t happen overnight. The idea is that smaller firms working in those areas will seize the opportunity to grow – bolstered by government support, contracts, and export opportunities – and eventually, some may evolve into new Canadian primes.

Q: As demonstrated in Ukraine, the nature of warfare and defence is rapidly evolving; does this shift to electronic warfare and drone technology provide an opportunity?

A: Yes, and Canadian defence firms have been ahead of the curve in these areas. We have world-leading cyber defence capability in this country that is being actively leveraged by our allies, and drone sales soared by nearly 166 per cent between 2020 and 2022 alone. I expect that growth will only accelerate with these technologies included in the list of sovereign capabilities we just spoke about. But Ukraine has also laid bare another reality: As much as technology is evolving, ground wars are still fought and won by soldiers, tanks, and ammunition.

Q: Looking more specifically at Ottawa, can it become more of a hotbed for defence and security innovation? What would need to happen for that to become reality?

A: Defence is not for the faint of heart. It takes dedication and sustained effort for companies, with long sales times and high up-front costs. Invest Ottawa is well placed to continue building on its support of local companies with high-touch advisory services for new entrants navigating this steep learning curve. At the federal level, the government will also need to better connect R&D programs directly to procurement. Coordination will ultimately be the key to driving this forward.

OPPORTUNITIES

An OBJ roundtable assembled local defence and security experts to identify the city’s opportunities in this area.

CANADA’S MIDDLE POWER STATUS

Canada makes an ideal home for multinational resources like the Defence, Security, and Resilience Bank, with Ottawa as the most logical choice of location given the local defence players and military leadership here.

OTTAWA PRIMED FOR DEFENCE INVESTMENT

The first-of-its-kind Defence Industrial Strategy will guide $180 billion in procurement and $290 billion in related infrastructure. Ottawa is a prime choice for this investment, particularly given its proven ability in technology innovation and the thousands of residents who work in the armed forces.

RALLYING THE LOCAL ECOSYSTEM

Landing these two key assets means bringing together the hundreds of defence and security players in the National Capital Region. Invest Ottawa is doing this through a task force and series of events and announcements, among other initiatives.

PHOTO BY MPCL. NATASHA PUNT, CANADIAN FORCES

PHOTO BY S1 ZACH BARR, AIR TASK FORCE ROMANIA

PHOTO BY CPL. ERIC CHAPUT, CANADIAN ARMED FORCES

PHOTO BY MCPL. WILLIAM GOSSE, CANADIAN ARMED FORCES

CHALLENGES

The roundtable also identified a range of challenges facing the city and the country.

HOW DO WE INNOVATE WITHOUT CASH?

Defence innovation requires startups and new ideas. However, long procurement cycles don’t favour new companies, which are at risk of running out of cash before a decision can be made.

DEPENDENCE ON FOREIGN SUPPLIERS

Canada has few large domestic defence integrator firms, relying on foreign companies to help deliver major defence infrastructure projects.

DEFENCE PROCUREMENT

Dated and lengthy procurement practices and shifting political agendas have left our military underequipped and Canada inadequately defended. Will the long-standing issues finally get addressed?

PHOTO BY CPL. JACOB HANLON, CANADIAN ARMED FORCES

PHOTO BY CPL. JACOB HANLON, CANADIAN FORCES

PHOTO BY MPCL. WILLIAM GOSSE, CANADIAN ARMED FORCES

PHOTO BY S1 TAYLOR CONGDON, CANADIAN ARMED FORCES

PHOTO BY MPCL. ALANA MORIN, JOINT TASK FORCE

COMPANIES TO WATCH

CALIAN

It would be faster to list the areas of Canada’s military that Calian Group doesn’t touch. Calian delivers mission-critical solutions, supporting the Canadian Armed Forces (CAF) and allied militaries with training, simulation, cybersecurity, IT infrastructure, systems engineering, and operational readiness services. Calian’s specialized personnel, secure communications, and logistics support enhance force effectiveness at home and abroad.

Through the recently launched Calian Ventures, the company also invests in and accelerates emerging technologies aligned with defence and security priorities, strengthening Canada’s innovation pipeline. It is also one of Canada’s top employers of veterans.

TELESAT

Once upon a time, Telesat was a crown corporation – Telesat Canada. Since being privatized in 1998, and becoming a publicly traded entity in 2021, Telesat has grown into one of the world’s largest fixed satellite service providers, offering broadcast, telecom, enterprise, and government customers reliable, secure connectivity solutions via its geostationary and planned low-Earth-orbit (LEO) networks.

The company is best known for its Telesat Lightspeed broadband constellation designed to deliver high-capacity, ultra-low-latency internet globally, including to underserved and remote regions. By the end of 2027, it expects to have 198 such satellites deployed, covering its target markets as well as the aviation sector.

ANVIL

ANVIL bills itself as a way to achieve “‘victory through information advantage.” Its platform links intelligence, operations, and planning with AI to accelerate decision-making for mission success.

Essentially, it combines all data captured by soldiers in the field and ingests it into one, coherent, up-todate location.

ANVIL works with national defence and security organizations, both domestically and abroad, to evolve their processes, create new workflows, and radically improve capability and performance. Its made-in-Canada solution is meant to improve transparency, accountability, and confidence in data, meeting what was previously an unmet need in defence.

TACTIQL

TACTIQL is an Ottawa-based Canadian defence-technology company founded in 2022 by CAF veteran Michael Nelson.

The firm develops advanced software that consolidates, conditions, and distributes intelligence, surveillance, and reconnaissance (ISR) data from diverse sensors to improve interoperability and decisionmaking for military and allied users. TACTIQL’s flagship platform, Fulcrum, automates data integration

across platforms to support realtime situational awareness and operational effectiveness.

TACTIQL was recently selected as the first partner in Calian Ventures’ defence partnership, aiming to co-develop ISR solutions for the CAF and allied partners. It was also named one of the five hottest Ottawa startups in defence and cybersecurity by the OBJ.

MDA SPACE

Though MDA Space is formally based in Brampton, its Ottawa operations serve as a key hub for its strategic national testing infrastructure and emerging defence innovation efforts.

Within the National Capital Region MDA Space operates a wholly owned subsidiary, 49North, focused on delivering missioncritical C4ISR (command, control, communications, computers, intelligence, surveillance, and reconnaissance) systems. It also operates the David Florida Laboratory, a federal government facility under temporary lease to MDA which previously contributed to testing spacecraft and components for high-profile missions such as the Canadarm missions, along with the company’s own operation on Auriga Drive to support its satellite and space systems work.

Its soon-to-open Montreal plant

CALIAN GROUP

will produce two satellites per day, up from one per week at present. On March 12, it was listed on the NYSE.

H2 ANALYTICS

H2 Analytics develops advanced training and readiness solutions for defence, intelligence, law enforcement, and public-safety organizations.

Founded in 2017, the company’s flagship software, the Exercise Architect Suite (EASE), creates realistic, data-rich training environments that help mission teams prepare for complex threat scenarios and improve decisionmaking and operational effectiveness. H2 Analytics blends deep operational expertise with AI-enabled automation to modernize how exercises are designed, delivered, and evaluated.

The company was ranked 12th on Deloitte’s Technology Fast 50 Companies-to-Watch list in 2025, recognizing its rapid growth and innovation in the Canadian tech landscape. The OBJ also previously named it a Fastest Growing Company, and one of the five hottest Ottawa startups in defence and cybersecurity.

DOMINION DYNAMICS

Can Eliot Pence build Canada’s first “defence neoprime”?

His vision has attracted plenty of big-name investment, even before Dominion Dynamics finished setting up its initial Ottawa manufacturing facility and Toronto office.

Dominion is focused on building interoperable, attritable systems

and digital solutions for challenging environments, including Arctic monitoring and contested theatres. The goal is to challenge established defence players by focusing on emerging technologies – in this case, sensors and associated technologies.

The firm blends software, hardware, and systems expertise to support sovereign Canadian defence capabilities and allied operations with modern technologies and data-driven platforms. But there’s more: Recently, Dominion Dynamics launched Aurion, an open-source procurement intelligence platform designed to help domestic companies and policymakers navigate Canada’s defence procurement more effectively.

Pence has also recently launched the Alliance of Canadian Defence Companies, which says it aims to “rebuild Canada's sovereign defence-industrial base.”

ROBOTICS CENTRE

Robotics Centre Inc. specializes in unmanned aerial systems (UAS), counter-UAS solutions, bespoke payload integrations, and advanced robotics for military, public safety, and industrial clients.

Since its founding in 2012, the company has delivered over 1,000 unmanned platforms and trained more than 1,100 operators worldwide, supporting surveillance, intelligence, border security, and disaster response missions.

Based in Ottawa and boasting a global footprint, Robotics Centre also partners on emerging

technologies such as testing Skydio X10 Dock systems for drone and first responder operations, helping public safety organizations explore automated deployment and rapid aerial insights.

ADGA GROUP CONSULTANTS INC

Founded in 1967, ADGA provides engineering, software, and systems support across defence, intelligence, and government programs, helping clients integrate advanced technologies and deliver complex solutions.

The company works on digital modernization, command and control projects, and mission-critical systems for the CAF and allied partners, and proudly touts itself as 100 per cent Canadian.

In August of 2025, ADGA appointed retired CAF Vice Chief of the Defence Staff Jean-Marc Lanthier as its new CEO, marking a strategic leadership shift as defence spending and sector growth accelerate in Canada.

ONE9

As the team at ONE9 says, venture capital is a special operation.

Founded in Ottawa, ONE9 is Canada’s first national security technology investment and innovation platform, focused on finding, funding, and scaling the next generation of defence and security tech companies.

Founded in 2013, ONE9 – now part of Kensington Capital Partners – blends venture investing with deep domain expertise from national security end-users and industry leaders to bridge the gap between innovative startups and defence or government needs.

ONE9 operates venture capital activities and its Capability Labs to de-risk tech validation and align privatesector capabilities with public-sector demand. Its work spans dual-use technologies, including cybersecurity, AI, autonomous systems, and critical infrastructure solutions.

TACTIQL

10 PEOPLE TO KNOW

As our country prepares for increased military spending, new procurement priorities, and a stronger focus on innovation, the city’s ecosystem of companies, researchers, and public servants is positioning itself at the centre of that growth. Meet the people helping to steer Ottawa’s defence community through its next chapter.

CHRIS POGUE

President, Defence & Space, Calian

Pogue brings over 20 years of experience in the Canadian defence sector to his latest role, which began in 2025. This newly created position brings together Calian’s Advanced Technologies and Learning business units – leveraging the synergies of its communications and manufacturing solutions alongside its immersive training and simulation expertise to accelerate mission success for defence and space customers alike. Pogue was instrumental in Calian’s recent establishment of Calian Ventures, Canada’s defence innovation orchestrator, which connects small-to-medium enterprises with national defence priorities. Prior to joining Calian, Pogue was president and CEO of Thales Canada, where he expanded naval support services, re-established landforces capabilities, and guided key AI and digital transformation initiatives.

LT.

CMDR. MIKE NELSON (RETIRED) CEO, TACTIQL

Mike Nelson is the founder and CEO of TACTIQL Inc., an innovative dual-use software engineering company focused on automating the standardization of metadata from disparate decision-support systems to enable platformagnostic interconnectivity, interchangeability, and interoperability.

Since founding the company in 2022, Nelson, an OBJ 40 Under 40 recipient, has positioned TACTIQL as a leader in military technology, specifically focusing on automating data standardization for intelligence, surveillance, and reconnaissance systems. Recently, he spearheaded a major strategic partnership with Calian Group to advance sovereign Canadian defence solutions and scale TACTIQL’s flagship data-conditioning platform, Fulcrum, within the Canadian Armed Forces (CAF) ecosystem.

CHRISTYN CIANFARANI

President, Canadian Association of Defence and Security Industries (CADSI)

As the first female president of the Canadian Association of Defence and Security Industries (CADSI), Christyn Cianfarani has transformed the association into a vital national voice, representing over 900 member companies that contribute $9.2 billion to Canada’s GDP and employ more than 78,000 skilled workers.

A graduate of the Royal Military College of Canada, Cianfarini’s leadership is rooted in a deep understanding of the front lines, having served six years in the Royal Canadian Navy. This foundational experience transitioned into a distinguished 17-year career at CAE Inc., where she excelled in senior roles, such as director of advanced training solutions and government relations.

AMY MACLEOD Vice-President of Corporate Communications, MDA Space

Space is the latest frontier for MacLeod, who has worked in communications roles for several Ottawa-based tech firms over the past two decades.

She joined MDA Space (previously MDA) in this newly created role in 2021, as part of a mandate to elevate the MDA brand globally as the company charts a path for growth. At MDA Space, she has spearheaded high-profile initiatives like a partnership with the Ottawa Senators to promote science, technology, engineering, and mathematics (STEM) and space awareness across Canada.

MacLeod is deeply integrated into the Ottawa business community. She has served as chair of the Kanata North Business Association and currently sits on the board of directors for the Canadian Association of Defence and Security Industries (CADSI) and the Queensway Carleton Hospital Foundation.

DIPAK ROY Founder & Exec Chairman at D-TA Systems Inc.

As founder and executive chairman, Roy has built his company into a global leader in electromagnetic spectrum operations. Under his guidance, D-TA has developed groundbreaking technologies, including the world’s largest collocated over-the-horizon radar systems, positioning the company as one of only two in the world with such large-scale deployment experience.

Roy’s career spans over four decades of innovation. Before D-TA, he founded Interactive Circuits and Systems Ltd. in 1978, which he successfully grew into a premier provider of sonar

and radar solutions before its acquisition in 2003. His technical contributions made him the first Canadian inducted into the Association of Old Crows (AOC) Technology Hall of Fame.

THE HON. DAVID MCGUINTY

Minister of Defense and MP Ottawa South

McGuinty has served as defence minister since May of 2025, building on his 20 years as MP for Ottawa South and his law experience. Prior to his appointment as minister of defence, he served a brief stint as minister of public safety. McGuinty’s background is rooted in law and international service. He holds a master of laws from the London School of Economics and is a Harvardtrained mediator. A lifelong resident of Ottawa, he remains a key figure in the city’s political landscape and a dedicated advocate for domestic innovation and sovereign security.

CHARLES BARLOW

Co-Founder and CEO of Robotics Centre

Inc.

Charles Barlow’s career is characterized by a unique

transition from high-level military intelligence to pioneering entrepreneurship in the field of robotics and autonomous technology.

During his 20-year military career, Barlow served in various international theatres, including Bosnia, Israel, and Hong Kong. His expertise in tactical intelligence led him to cofound Robotics Centre in 2010 to address critical technology gaps in military and public safety operations.

Under his leadership, Robotics Centre has become a key player in the global defence market, known for bringing advanced unmanned aerial systems (UAS) and counterdrone technologies into service. Barlow gained international attention for his involvement in supplying Canadian-made drone technology to Libyan rebels during the 2011 civil war to assist in locating former Libyan leader Muammar Gaddafi's forces.

SAM

WITHERSPOON Founder and CEO, ANVIL

Witherspoon is the founder and CEO of ANVIL, an Ottawa-based firm specializing in AI-driven knowledge management for the defence and national security sectors.

Before founding the company he served on Canada’s national security court, where he observed firsthand the inefficiencies and risks associated with manual data handling. This experience inspired him to develop ANVIL, a

platform designed to automate the ingestion and analysis of disparate data ranging from satellite imagery to intelligence reports.

Witherspoon’s vision emphasizes "decision advantage," aiming to give military and intelligence personnel the asset of time by reducing cognitive load. A vocal advocate for domestic innovation, he recently joined the Council of Canadian Innovators and has been instrumental in securing major contracts with defence organizations in both Canada and the U.S..

THE HONOURABLE DAVID PRATT

Principal of David Pratt & Associates

Pop quiz: Canada has had 45 defense ministers and 20 ministers of militia and defense since Confederation. How many of them represented Ottawa in the House of Commons?

The answer? Two: current minister McGuinty, and David Pratt, who served as defense minister for eight months during Paul Martin’s government. Tasked with navigating the post9/11 security landscape, Pratt became a staunch advocate for revitalizing the CAF through increased spending.

After transitioning to the private sector in 2004, Pratt founded David Pratt & Associates, a premier strategic consultancy specializing in aerospace, shipbuilding, and public safety. His firm serves

as a bridge between industry and government, representing global giants like Raytheon alongside specialized innovators like Allen-Vanguard and ADGA.

SONYA SHOREY

CEO of Invest Ottawa, Bayview Yards, and Area X.O

With the federal government set to open the taps on defence spending, it’s local economic development leaders and influencers helping to ensure the city is considered for further investment. From her position at Invest Ottawa Shorey has held regular ecosystem meetings, met with federal leaders to build the case for Ottawa as a national Defence Innovation Hub, and worked to secure Ottawa as home of the Defence, Security and Resilience Bank.

Shorey has been a part of Ottawa’s tech scene since the mid-90s and took over the CEO role with Invest Ottawa in 2024. In the last year, with defence spending set to ramp up and federal headcounts declining, she has focused on preparing Ottawa’s defence sector for accelerated investment by aligning startups, primes, postsecondary institutions, and capital partners around procurement readiness, commercialization, and dualuse innovation opportunities.

WANT TO BUY SOMETHING FOR OUR MILITARY?

Read and comply with these 450 pages of requirements first

It starts, in theory, with something simple. The Canadian Armed Forces identifies a capability gap. A platform needs upgrading, or a new system must be acquired to keep pace with allies. In practice, that straightforward requirement can quickly become a years-long odyssey.

To address the gap, a project team drafts initial requirements. Those requirements are reviewed internally, then tested against a 450-page Project Approval Directive (PAD) designed to ensure compliance with central agency expectations, which includes everything from industrial and technological benefits, to Indigenous participation targets, to gender-based analysis, and green procurement standards, to name a few.

Next, independent panels examine whether the military has “gold plated” its specifications. Treasury Board analysts assess compliance with a sprawling suite of government-wide policies. Each governance board requires briefings. Each level may suggest adjustments.

Months pass. Then years. All the while, the need grows and the requirements evolve – and yet the process isn’t flexible enough to adapt. The end product, if the process ever gets that far, is often obsolete before it’s deployed.

According to a source familiar with Canada’s military procurement processes, this layering is not accidental, nor is it primarily the fault of the Department of National Defence (DND).

“National Defence is operating within Government of Canada machinery that is marching along the beat of the Treasury Board policy suite,” the source said.

At the centre of this system sits the Treasury Board’s policy framework, which governs how departments manage investments, finances, people, and procurement. While each directive serves a legitimate public policy purpose,

the cumulative effect can be paralyzing. “One thing gets stacked on top of another,” the source said. “There’s very little, to my knowledge, of anybody sitting there saying, ‘That really interferes with this.’”

To survive that scrutiny, DND developed the PAD, which our source calls a defensive measure. “The process is there to ensure that every file that goes forward is going to meet the checkboxes that the central agencies are looking for,” the source explained. The result is a system optimized for compliance rather than efficiency.

And that’s the process when the government is looking to spend the money. When start-ups approach the government with a novel idea, it is difficult to get the traction required before entering the so-called “valley of death” and running out of seed funding.

While several defence-focused accelerator programs have been launched over the years, they rarely lead to business.

“Defence procurement overall must shift from a peacetime model where DND sequentially develops a statement of requirement, then issues RFIs, then issues RFPs, then selects the lowest compliant bidder, and the capability is eventually procured, to a wartime model,” said DEFSEC Corp.’s David Luxton. “In this model, DND is constantly looking for new capabilities based on ongoing, real-time input on requirements from field commanders, and receiving and testing multiple technology alternatives from industry, with a fund and contracting vehicle to do this, where presently there is none.”

Recent efforts within DND to adopt more iterative approaches, such as continuous capability sustainment and continuous capability delivery, aim to close that gap. Others point to public-private partnerships, such as the model used by Federal Fleet Services and the MX Asterix supply ship.

But our source remains skeptical that structural reform can succeed without confronting the broader policy framework.

“I don’t understand how a new defence investment agency is going to be able to do anything different unless that policy suite changes,” the source said. “Policy is policy. The public servants will obey it.”

Canada’s system reflects decades of reforms designed to promote accountability, transparency, and fiscal discipline. Yet, as the source put it, “All roads lead back” to the overarching policy suite.

Until policymakers address how those layers interact, even the most routine procurement may continue to sink under the weight of well-intentioned red tape.

Onguard

BY THE NUMBERS

The defence industry is 2.5 times more STEM-intensive and over three times more R&D intensive than Canada’s broader manufacturing sector

Source: Government of Canada Innovation, Science, and Economic Development figures

Ottawa is home to 90% of Canada’s industrial telecommunications R&D, and Canada’s largest technology park

Source: Invest Ottawa

Canada has pledged to meet NATO’s 5% GDP defence spending target by 2030 ($150 billion a year) Total defence spending for 2025-26 was projected at approximately $63 billion

Source: 2025-26 federal budget

$180 billion in defence procurement opportunities over the next 10 years

330-plus defence, aerospace and cyber companies in Ottawa

Source: Invest Ottawa

Beyond Business As Usual

The transition from military to civilian life is rarely straightforward, leaving many Veterans to fall through the cracks.

In fact, Veterans Affairs Canada estimates that between 3,000 and 5,000 Veterans are currently homeless across Canada. These individuals do not lack resilience or work ethic. Many are navigating the compounding effects of operational stress injuries, barriers to healthcare, and social isolation, factors that no retraining program can resolve on its own.

Veterans’ House Canada understands the importance of supporting service members beyond their time in uniform. We are the only charity that provides permanent, affordable and supportive housing for homeless Veterans. A housing-first model. To date, this approach has helped more than 80 Veterans transition from homelessness to stability, reconnecting them with their communities, restoring their dignity, and empowering them to pursue fulfilling postservice lives. Building on this operational success at Ottawa’s Andy Carswell Building, we secured a 1.46-acre parcel of land in northwest Edmonton and are currently constructing another 40-unit permanent, affordable residence for at-risk Veterans.

The principle is straightforward: Veterans facing homelessness cannot meaningfully engage with employment programs, addiction treatment, or mental health services until they have a stable, safe place to call home. However, much of the current focus in both the public and private sectors remains on Veterans who are ready to re-enter the workforce. For Veterans sleeping in shelters or couch-surfing after losing housing, the immediate needs are safety, stability, and access to trauma-informed services.

It is a missed opportunity when essential support is unavailable at the moment it matters most. That is why we are calling for a broader, more holistic support ecosystem that recognizes stable housing as the foundation for well-being.

Canada’s defence and business communities have long supported those who have served. Now is the time to go beyond business as usual and invest in housing, wellness, and community infrastructure that provide at-risk Veterans with the fundamental tools they need to thrive. We are actively seeking corporate partners and defence-sector stakeholders to help expand our housing initiatives across Canada.

Veterans’ House Canada plans to expand our housing initiatives in Toronto, Halifax, and Victoria. To explore a corporate or defence-sector partnership please contact us. Every Veterans’ House we build begins with a partner who believes that housing is the starting point for everything else.

Connect with our Leaders

Brigadier-General

(Ret’d) Alan Mulawyshyn Executive Director exec.director@veteranshousecanada.ca

Angella Rawsthorne Fundraising Manager fund.development@veteranshousecanada.ca

Federal Fleet and the CSS Asterix: a case study for Canada’s Defence Industrial Strategy

Unique funding and procurement process projected to result in $2 billion in savings over a decade when compared to standard processes

Federal Fleet has quietly become one of the most compelling examples of Canadian innovation in defence support, demonstrating how private-sector investment can deliver critical capability with speed, efficiency, and reliability.

It also serves as an example of how Canada can build, partner and buy a defence asset. The CSS Asterix combat support ship has reshaped how Canada sustains naval operations at home and abroad. It is a modern example of the critical convoy support provided by the Canadian Merchant Navy during the Second World War, whereby merchant mariners worked alongside their Royal Canadian Navy counterparts to provide critical maritime defence capability.

This vessel serves as a multi-role support platform, a floating gas station and bulk goods outlet combined, providing fuel, supplies, munitions, medical facilities, and even a training platform for future mariners:

• With the Asterix, Canadian fleets can operate farther and longer.

• Its capabilities are interoperable across Canadian and NATO fleets, a vital function in an era marked by growing geopolitical uncertainty.

The primary mission at Federal Fleet is clear: Ensure uninterrupted operational availability of the Asterix to support the Royal Canadian Navy (RCN).

ENSURING CAPABILITY AT A QUARTER OF THE COST OF TRADITIONAL PROCUREMENT

Preserving this capability is widely viewed as indispensable to ensure Canada can lead or participate in naval missions around the world – and achieving it was made possible through a unique funding and procurement process.

This model is distinct for its operational performance and financial efficiency. The Asterix, a container ship built in 2010, was converted by Davie Shipbuilding in less than two years and funded entirely through private equity. It was brought into service in 2018 after being fully certified, trialled by the RCN, and mission-ready. Only then were public funds committed, a significant deviation from traditional procurement approaches.

“Not only is the model more cost effective, additional benefits are realized by our implementation of proactive commercial marine maintenance management practices that will extend the Asterix’s operational life by another 25 to 30 years of service,” says John Schmidt, president of Federal Fleet.

Independent lifecycle cost comparisons suggest this approach meets RCN requirements at less than a quarter of the cost of government-owned and operated alternatives over a ten-year period –representing more than $2 billion in savings. The Asterix has consistently met its mission objectives under budget.

Beyond the ship itself, Federal Fleet’s vision intersects with a broader challenge facing Canada’s maritime sector: workforce sustainability. With nearly half of the nation’s current mariners projected to retire within the next decade, the company advocates using operational platforms as training environments, integrating cadet development with real-world missions.

This aligns economic and national security priorities, particularly in Ottawa, where defence policy, procurement, and industry partnerships are encouraged.

“The CSS Asterix combat support ship has reshaped how Canada sustains naval operations at home and abroad.”

A NOTABLE SHIFT IN DEFENCE CAPABILITY DELIVERY

Strategically, Federal Fleet and the Asterix represent a shift in defence capability delivery. By promoting firm-price and turnkey contracts, private industry can complement government objectives, reduce financial risk, and accelerate timelines.

Interest from NATO and European partners suggests the model’s relevance

extends well beyond Canada. In a domain often defined by complexity and delay, Federal Fleet offers a vital alternative: A Canadian-built solution that is operational, cost-effective, and globally relevant. The success of the CSS Asterix affirms Canada has strong innovation and combat support ship capability at a time when every naval asset is critical to our defence needs.

The Royal Canadian Dragoons facility in Petawawa, Ontario, was the first Defence Construction Canada project to use the Integrated Project Delivery model, which harnesses the expertise of all parties to optimize results, increase value to the owner, reduce waste, and maximize efficiency.

Delivering on defence investment with passion, planning, and partnerships

PCL Construction brings the experience, integrity, and collaborative spirit needed to meet Canada’s security goals

Responding to profound shifts in the global geopolitical landscape, the Canadian government recently allocated nearly $82 billion over five years for defence and security – the largest defence investment in decades. Longer term, the government has pledged to increase defence spending to five per cent of gross domestic product by 2034, or $150 billion annually.

Much of that investment will go to recruiting and retaining Canadian Armed Forces (CAF) members and to purchasing equipment, including aircraft, submarines, and combat vehicles.

But as much as $100 billion is also required for essential infrastructure upgrades, including the Department of National Defence (DND) land-based test facility in Nova Scotia, a PCL project. Canada faces real challenges in meeting these ambitious goals, but it can be done with the right passion, planning, and partnerships.

CANADA’S LARGEST GENERAL CONTRACTOR READY TO LEAD

So, what does it take to build Canada’s most complex defence infrastructure on time, on budget, and without compromising security?

What kind of partner can navigate highstakes environments, integrate cuttingedge technologies, and still respect every public dollar?

According to David Hudock, PCL Construction’s national director of defence and federal government relations, the answer is clear: “PCL is committed to

serving with integrity, transparency, and collaboration. When the stakes are high, Canadians deserve partners who are ready to lead with strength and heart.”

As Canada’s largest general contractor, PCL provides the integrated expertise of dedicated community and nation builders to every project. The company uses lean methods, advanced technology, and collaboration to complete projects of all types and scale, including complex, mission-critical public sector facilities such as hospitals, airports, data centres, water and wastewater treatment facilities, transit, and transportation infrastructure.

A family legacy company founded in Saskatchewan and now headquartered in Edmonton, PCL has a long and proud history of supporting national defence that dates back to the interwar period of the 1920s and ‘30s.

Over the past 25 years, PCL has worked on a diverse portfolio of projects for or in support of DND, the CAF, Defence Construction Canada (DCD), and the Government of Canada, including the Communications Security Establishment project in Ottawa. This

was a Canadian first, combining highsecurity infrastructure with LEED Gold sustainability.

Additional defence-related PCL projects include the CFB Halifax’s Syncrolift submarine facility and the Strategic Tanker Base in Trenton, Ontario.

PCL has extensive experience with collaborative project management approaches that achieve optimal results. These include the modified design-build method, used on many military projects, and the integrated project delivery method – recently used to complete new facilities for the Royal Canadian Dragoons. With a mobile workforce of 5,000-plus personnel, PCL has completed numerous challenging projects in the north and other remote areas where supply chains are inconsistent.

“As global challenges grow more complex, PCL’s employee-owned culture of service is focused on what matters most: supporting Canada’s defence and security priorities from coast to coast to coast,” says Hudock. “And we’ll do it with integrity, accountability, and the shared purpose of building a better future, together.”

“Canadians deserve partners who are ready to lead with strength and heart.”

CAPTAIN DAVID HUDOCK RCN (RET’D), PCL CONSTRUCTION’S NATIONAL DIRECTOR OF DEFENCE AND FEDERAL GOVERNMENT RELATIONS

All in: shaping the future together

EY’s blend of people, technology and insights help organizations navigate change with confidence

EY is building a better working world by creating new value for clients, people, society and the planet, while building trust in capital markets.

EY teams work across a full spectrum of services in assurance, consulting, tax, strategy and transactions. Fuelled by sector insights, a globally connected, multidisciplinary network and diverse ecosystem partners, EY teams can provide services in more than 150 countries and territories.

All in to shape the future with confidence.

HELPING CLIENTS EFFICIENTLY ACCESS AI WITH EY.AI

EY recently upgraded its suite of offerings by unifying all its AI innovation and development efforts in one platform, EY.ai, to help clients efficiently access the benefits of AI.

EY works continuously to improve the quality of all its services by continually investing in its people and innovation. Enabled by data, AI and advanced technology, EY teams help clients shape the future with confidence and develop answers for the most pressing issues of today and tomorrow. Together. All in.

“Fuelled by sector insights, a globally connected, multidisciplinary network and diverse ecosystem partners, EY teams can provide services in more than 150 countries and territories.”

“The principle of ‘train as you will fight’ becomes embedded not only in doctrine, but in architecture.”

Calian: Operationalizing Canada’s Defence Industrial Strategy

Next-generation AI-enabled training

Canada is shifting its defence approach, aiming to strengthen domestic sovereign capability, industrial resilience, and operational readiness. The Defence Industrial Strategy outlines the federal government’s commitment to building and sustaining Canadian defence power.

Within that national effort, Calian is delivering the connective backbone that links readiness to operational execution. At its core, Calian’s contribution to the Canadian Armed Forces (CAF) rests on five focus areas:

• Command, control, communications, computers, cyber, intelligence, surveillance, reconnaissance, and targeting (C5ISRT) integration and interoperability

• Space and continental defence

• Next-generation AI-enabled training

• Healthcare systems and wellness support

• SME innovation acceleration through Calian VENTURES

Modern defence is data-centric. The advantage lies with the force that can connect sensors, commanders, and effectors securely and seamlessly across domains. Calian designs and integrates C5ISRT architectures that bridge command-and-control systems, ISR platforms, and digital networks into cohesive, sovereign ecosystems.

As a C5ISRT integrator, Calian’s platforms, live, virtual and constructive environments are integrated, allowing the CAF to train and operate within the same digital framework. Data is translated across legacy and nextgeneration systems. Networks are hardened.

Decision-making is accelerated through analytics and AI-enabled support.

The principle of “train as you will fight” becomes embedded not only in doctrine, but in architecture.

Canada has vast security responsibilities, which go beyond our provincial and territorial borders and include the Arctic and space. As continental defence modernization accelerates, sovereign control of ground-based space systems and satellite communications becomes a strategic imperative. Calian delivers advanced radio frequency (RF) ground systems, sensors, secure satellite communications infrastructure, and integration expertise that underpin aerospace command-and-control and Arctic operations.

Designing and building these capabilities in Canada strengthens domestic supply chains, preserves critical intellectual property, and ensures that vital infrastructure remains under national control.

At the same time, readiness must evolve at the speed of technology. Sovereignty in space is sovereignty at home. Calian’s nextgeneration training environments combine immersive simulation with AI-enabled scripting and advanced analytics to scale capacity and enhance realism — a critical advantage as the CAF manages personnel pressures and demands for a faster, more intense operational pace. By linking simulation environments directly to operational C2 systems, Calian ensures that preparation and execution are part of the same continuum. This is digital-first readiness: adaptive, scalable, and aligned with NATO standards.

Calian is the leading provider of health services for the CAF and offers health solutions in more than 85 clinical specializations at more than 35 military installations across the country. Our sovereign military healthcare solution integrates clinical services, deployable medical support and secure digital platforms to keep forces healthy and ready.

By uniting systems and services, Calian transforms healthcare from a support function into a readiness enabler aligned with personnel generation and Northern sovereignty.

MOBILIZING INNOVATION TO BOOST DEFENCE

Looking forward, the strength of Canada’s defence industry will be, in part, defined by its ability to harness domestic innovation.

Calian VENTURES serves as a defence innovation orchestrator, accelerating Canadian small and mid-sized enterprises into deployable sovereign capability. Focused on command-and-control decision support systems, autonomous systems, and space resource orchestration, VENTURES bridges the gap between emerging technology and operational integration. It preserves Canadian IP, strengthens the industrial base, and positions domestic innovation for both national use and allied export.

Together, these capabilities reflect the intent of Canada’s Defence Industrial Strategy: invest domestically, integrate intelligently, and secure sovereignty across domains. Calian is not responding to policy from the sidelines — it is helping operationalize it by connecting systems, protecting data, strengthening space infrastructure, modernizing training, and scaling innovation.

OBJ360 CONTENT MARKETING

Ready for Takeoff: A strategic opportunity for defence operations at YOW

Over 100 acres available to accommodate a range of defence functions, from R&D to comms and logistics planning

Ottawa International Airport (YOW) has long played a distinctive role in the National Capital Region (NCR), evolving alongside the area it serves.

From its beginnings in the 1920s as Hunt Club Field, YOW has grown into critical infrastructure supporting government, business, diplomacy, and international

connectivity. Its function has never been limited to passenger travel alone – the airport has become an integral part of how the capital region operates, connects, and competes.

Indeed, as Ottawa-Gatineau’s economic and institutional landscape has matured, so too has the airport’s strategic importance.

A LONGSTANDING RELATIONSHIP WITH CANADA’S DEFENCE COMMUNITY

Part of that evolution includes a longstanding relationship with Canada’s defence community. YOW already supports Department of National Defence (DND) activities, reflecting the unique

demands of a G7 capital city where civilian, governmental, and military functions naturally intersect.

The airport’s infrastructure, operational capabilities, and location provide a practical environment for non-weaponsrelated military aviation activities that differ from those conducted at air force bases. Collaboration between civilian airport authorities and defence operations is not new – it is an established and functional reality at YOW.

What is new, however, is the scale of opportunity ahead.

“YOW has grown into critical infrastructure supporting government, business, diplomacy, and international connectivity.”

“As a critical hub connecting the world to Canada’s capital, YOW is uniquely positioned to support expanded DND operations,” says Joel Tkach, vice-president of business development and marketing at the Ottawa International Airport Authority. “We have approximately 90 acres of airside land available for development, offering a rare opportunity to build facilities aligned with modern requirements.

“Additional non-airside parcels are also ready to support a wide range of operational needs.”

This land could accommodate a range of functions, including personnel and cargo operations, research and development, communications and logistics planning, aircraft maintenance, repair and overhaul (MRO), as well as broader logistics activities. In a national environment where suitable aviation-ready space is increasingly constrained, this represents a significant and timely opportunity.

Leveraging the ability to expand and strengthen its presence at YOW would enable DND to benefit from efficiencies and operational advantages inherent to dual-

use airports. A dedicated, self-contained military footprint, thoughtfully separated from civilian passenger areas, minimizes conflicts, simplifies security considerations, and enables both civilian and defence operations to optimally function.

According to Tkach, “YOW has the physical capacity to support such an arrangement without disrupting passenger growth or commercial development.”

ALIGNING WITH THE REGION’S INHERENT STRENGTHS

Beyond infrastructure, the opportunity aligns with Ottawa-Gatineau’s broader strengths.

The NCR offers a concentration of talent,

research capacity, livability, and institutional connectivity unmatched elsewhere in Canada.

Aviation, defence, and innovation increasingly intersect, and the local ecosystem – anchored by government, academia, and technology sectors – makes it a natural hub for these activities.

Expanded DND use of Ottawa International Airport would address operational needs and reinforce the region’s position within Canada’s evolving defence and security landscape. In many ways, the pieces already fit: The land, infrastructure, and ecosystem are already in place to fully realize that potential.

I strongly feel that charity begins at home. We must take care of our most vulnerable community members before we go out and support anyone else.

Devinder Chaudhary, owner, Aia–na Restaurant Collective.

PHOTO BY MARK HOLLERON

MAKING AN IMPACT

Devinder Chaudhary

When saying sorry is not enough

Devinder Chaudhary, owner of the upscale Aia–na Restaurant Collective in Ottawa’s downtown, is known not only as a generous host, but also as a philanthropist, regularly holding fundraising events for a variety of community causes. In 2024, he was inducted into the Order of Ottawa in recognition of his work with the local business and charitable communities.

OBJ talked to him about what motivates him to give. The transcript has been edited for length and clarity.

By Marissa Galko

Why do you choose to support various charities throughout the city? There are a few issues that are close to the heart. I think The Ottawa Hospital, or even the larger health-care sector, is doing so much for us. I believe COVID made us more sensitive to that fact. The Ottawa Hospital is building a world-class facility and I think that scale of impact deserves the community’s backing.

The other cause that I’m associated with is the Ottawa Regional Cancer Foundation. Once again, it’s a local organization. It is focused on increasing survivorship and person-centred care across eastern Ontario, not just Ottawa. Many donors confuse it with larger foundations, thinking that it’s getting millions of dollars in funding, but that’s not the case. This is a very small, self-sustained organization.

Another cause that I like to align with is Indigenous organizations. Our Indigenous communities need our support. They need a dialogue with, for the lack of a better term, mainstream Canadians. We support Minwaashin Lodge, which provides shelter to Indigenous women who are at risk of homelessness or violence. The general impression is that there’s a lot of government funding going into Indigenous-related charitable organizations, but there is not. These people are not looking for big things. It’s kind of impossible to say, ‘Sorry, I can’t help.’ Sorry is not an option.

How has your charitable work impacted you? Canada has shaped my family’s life. Contributing to the care, dignity

and opportunity here is simply the right thing to do. I would say it’s a very humbling experience. We think of Canada as a G7 country and one of the richest developed nations, but then we turn around and see homelessness, substance use and mental-health issues. I strongly feel that charity begins at home. We must take care of our most vulnerable community members before we go out and support anyone else.

What have you learned about the Ottawa community and its charitable sector? What I’ve come to realize is that Ottawa is generous to its core. Time and again I’ve watched people give immediately and quietly. It’s a mission and it’s not about putting your name on it. Ottawans are already extremely generous, but I’ve also realized that we have the capacity to do more. Ottawa has one of the highest household incomes in Canada. Our city can deepen its engagement. If we make the invitation clear, credible and purposeful, I think we can involve more residents to support community initiatives.

What’s one word to describe the charities that you work with? Tough. It’s very tough and extremely humbling to see all the good work that is being done by so many people who are engaged in that sector and to witness the trauma that their beneficiaries are going through. It takes a very special person to handle that. These community-builders go to work every day and put their heart and soul into it. They do such a great job in preserving the dignity of those whom they try to help.

THE LIST

ENGINEERING FIRMS

Company/Address Phone/Fax/Web

Company/Address Phone/Fax/Web

1

1 WSP Canada Inc. 2611 Queensview Dr. Ottawa, ON K2B 8K2 613-829-8299 / 613-829-8299 wsp.com/en-ca

2

3

WSP Canada Inc. 2611 Queensview Dr Ottawa, ON K2B 8K2 613-829-8299 / 613-829-8299 https://www wsp com/en-ca/

Stantec Consulting 300-1331 Clyde Ave Ottawa, ON K2C 3G4 613-722-4420 stantec.com

J.L. Richards & Associates Limited

1000-343 Preston St Ottawa, ON K1S 1N4

613-728-3571

jlrichards ca

2 Stantec Consulting 300-1331 Clyde Ave. Ottawa, ON K2C 3G4 613-722-4420 stantec.com

4 BPA 580 Terry Fox Drive Ottawa, ON K2L 4B9 613-591-1533 https://bpa.ca/

3

5

Novatech 200-240 Michael Cowpland Dr Kanata, ON K2M 1P6 613-254-9643 https://novatech-eng.com/ civil-engineering/

J.L. Richards & Associates Limited 1000-343 Preston St. Ottawa, ON K1S 1N4 613-728-3571

6

jlrichards.ca

Goodkey Weedmark & Associates Ltd. 1688 Woodward Drive Ottawa, ON K2C 3R8 613-727-5111 gwal.com

4 BPA 580 Terry Fox Dr. Ottawa, ON K2L 4B9 613-591-1533 bpa.ca/

7

Egis Canada Ltd. 750 Palladium Drive, Suite 310 Ottawa, ON K2V 1C7 613 836 2184 egis-group com

8

Gradient Wind Engineering Inc. 127 Walgreen Rd Ottawa, ON K0A 1L0 613-836-0934 gradientwind.com

8

AmirOmar Abd El Halim, Executive Vice President Regional Leader - Ontario & Atlantic Canada Francois Lemay, Executive Vice President, Sector Leader - Property & Buildings Dominique Quesnel, Vice-President

AmirOmar Abd El Halim, Executive Vice President, Regional Leader - Ontario & Atlantic Canada; Francois Lemay, Executive Vice President, Sector Leader - Property & Buildings; Dominique Quesnel, VicePresident

Buildings; Municipal infrastructure; Urban planning; landscape architecture; water resources; Rail,Roads, Ports & Aviation; Land development; Highways; Bridges; Sustainable development, Energy, Resources & Industries,Earth & Environment,Net Zero,ESG

Description of

Dylan Hemmings, Vice President, Regional Leader, Ontario

Saverio Parrotta, President & CEO René Lambert, Chief Financial Officer; Board Member

Dylan Hemmings, Vice President, Regional Leader, Ontario

Patrick St. Onge, Executive Vice-President Brian Johnson, Vice President - Structural Georges Maamari, Vice President - Mechanical Brent Weatherdon, Managing Director - Ottawa Xavier Ragusich, Managing Director - Gatineau

Saverio Parrotta, President & CEO; René Lambert, Chief Financial Officer; Board Member

Buildings; Municipal infrastructure; Urban planning; landscape architecture; water resources; Rail,Roads, Ports & Aviation; Land development; Highways; Bridges; Sustainable development, Energy, Resources & Industries, Earth & Environment, Net Zero, ESG

One of the world’s leading professional services firms, uniting its engineering, advisory and science-based expertise to shape communities to advance humanity wsp com/en-CA

Water/wastewater; transportation; mechanical/ electrical/structural/civil; building engineering; surveying; land development; urban planning, landscape architecture

Civil, electrical, mechanical, environmental, energy systems, and structural engineering; architecture; and land use planning

Water/wastewater; transportation; mechanical/electrical/ structural/civil; building engineering; surveying; land development; urban planning, landscape architecture

All specialties related to building engineering. Including: Structural, Mechanical, Electrical, Sustainability, Building Automation, Security Cogeneration, Commissioning, Fire Protection, Geothermal, Renewable Energy, Telecoms, and Food Services

Municipal, land/site development; transportation, water resources engineering; planning and project management; landscape architecture

Civil, electrical, mechanical, environmental, energy systems, and structural engineering; architecture; and land use planning

and electrical consulting engineering

One of the world’s leading professional services firms, uniting its engineering, advisory and sciencebased expertise to shape communities to advance humanity. wsp.com/en-CA

Initial conceptual development, project planning and community engagement through to design, construction, commissioning, maintenance, decommissioning and remediation.

Employee-owned, multidisciplinary firm offering services in engineering, architecture, and land use planning with a reach extending across North America and the world.

Initial conceptual development, project planning and community engagement through to design, construction, commissioning, maintenance, decommissioning and remediation.

Engineering firm specializing in the Structural, Mechanical, Electrical and Sustainability design of buildings. With expertise in the private and public sectors, the firm also specializes in security, telecoms, commissioning, and geothermal systems

Civil, water resources & transportation engineering; land use planning; urban design; feasibility studies, site plan and subdivision development, municipal preliminary and detail design projects

Employee-owned, multidisciplinary firm offering services in engineering, architecture, and land use planning with a reach extending across North America and the world.

Trish MacDonald, Vice President of Human Resources Mark Ward, Chief Operating Officer Graham Lancaster, General Engineering Leader

Vincent Ferraro

Patrick St. Onge, Executive Vice-President; Brian Johnson, Vice President - Structural Georges Maamari, Vice President - Mechanical; Brent Weatherdon, Managing Director - Ottawa; Xavier Ragusich, Managing Director - Gatineau

Andrew Sliasas Un Yong Jeong, Principals

Key player in architecture, consulting, construction engineering and mobility services. We create and operate intelligent infrastructures and buildings that respond to the climate emergency and contribute to more sustainable territorial development

Wind and Snow Engineering

Structural Engineering Acoustics Noise, and Vibration Engineering

All specialties related to building engineering. Including: Structural, Mechanical, Electrical, Sustainability, Building Automation, Security, Cogeneration, Commissioning, Fire Protection, Geothermal, Renewable Energy, Telecoms, and Food Services.

Engineering firm specializing in the Structural, Mechanical, Electrical and Sustainability design of buildings. With expertise in the private and public sectors, the firm also specializes in security, telecoms, commissioning, and geothermal systems.

Experts in mechanical and electrical consulting engineering for commercial, institutional, light industrial, and mixed-use residential buildings. Also providing engineering advocacy, expert testimony, sustainability services, and detailed reports

We provide a full range of consulting engineering and technical solutions in infrastructure, transportation, energy and the building industries We handle project management to deliver projects like highways, bridges, rail systems across Canada.

Wind engineering, damper design and fabrication, snow and ice load studies, air quality studies vibration control, and environmental noise and acoustics

Adjeleian Allen Rubeli 1005-75 Albert St Ottawa, ON K1P 5E7 613-232-5786 / na aar ca

Justin Vienneau, Vice President Jean-Michel Carrière, President

Structural building engineering consultant providing services in all areas of structural and envelope planning and design.

5 Novatech 200-240 Michael Cowpland Dr. Kanata, ON K2M 1P6 613-254-9643 novatech-eng.com/ civil-engineering/

Dillon Consulting 101-177 Colonnade Rd. Ottawa, ON K2E 7J4 613-745-2213 / 613-745-3491 dillon.ca

Jp2g Consultants Inc.

John Riddell, President Municipal, land/site development; transportation, water resources engineering; planning and project management; landscape architecture. Civil, water resources & transportation engineering; land use planning; urban design; feasibility studies, site plan and subdivision development, municipal preliminary and detail design projects.

AAR is a leading structural and building envelope firm known for innovative, practical solutions and technical excellence 10

Community infrastructure/ strategies, contaminated sites management, energy transition, environmental management, facilities, land development, transportation 11

6

Goodkey Weedmark & Associates Ltd. 1688 Woodward Drive Ottawa, ON K2C 3R8 613-727-5111 gwal.com

Neil Caldwell, Chief Executive Officer

David Nguyen, Vice President

Mechanical, electrical, structural, civil,

Sports & Recreation, Retail, Mixed-Use Labs & Data Centres, Transportation, Transit-Oriented Development, Restoration, Renovations & Special Projects

Experts in mechanical and electrical consulting engineering for commercial, institutional, light industrial, and mixed-use residential buildings. Also providing engineering advocacy, expert testimony, sustainability services, and detailed reports.

Structural, Building Envelope, Sustainable Building Consulting, Special Projects & Renovations, Energy & Carbon Performance, Fire & Pedestrian Modelling,

For seven decades, GWAL has delivered dependable Mechanical & Electrical Design Engineering solutions — built on technical rigour, sound judgment, and a deep understanding of complex project environments.

Our work spans public and private sector projects where quality, safety, and performance matter most. We are known for practical solutions, disciplined execution, and long standing client relationships built on trust.

Our expertise is defined by: Proven engineering capability in complex, regulated environments

A strong track record of quality, safety, and performance

Scalable project delivery, supported by experienced professionals across Ontario Integrated, multidisciplinary solutions grounded in real world application

In partnership with

As we celebrate this milestone, our partnership with Englobe strengthens our capacity to grow and take on larger, more complex challenges — while staying true to the values that define GWAL. Here’s to the next 70 years!