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Safety first Trailblazer Sue Abu-Hakima headlines OBJ’s defence and security special section > PAGES 9-17
May 23, 2016 Vol. 19, NO. 15
THE TENANT’S ADVANTAGE
613.688.7200
For daily business news visit obj.ca
Spending spree Michael Prentice finds out why Ottawa’s major malls expect 2016 to be another lucrative year. > PAGE 8
Changes brewing Beau’s founders set to give employees a stake in the brewery.
Patrick Millward, who helped launch Interactive Studios just over a year ago, says the startup is already eyeing expansion into the U.S. PHOTO BY MARK HOLLERON
Digital info kiosks a sign of the times
> PAGES 20-21
Carleton students hope to go global with cutting-edge shopping mall technology
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Young company’s founders say innovative product will provide clients with key data on shoppers and their buying habits > PAGE 4
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Calabogie Peaks Resort building towards an even better future Ottawa Valley’s favorite four season playground capitalizing on demand
MONDAY, MAY 23, 2016
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ith its advantageous location one hour from Ottawa, Calabogie Peaks has long been a popular year-round destination. Under the careful stewardship of the Murphy family, who have owned and operated the resort for four decades, the resort has undergone significant expansion in the last thirteen years and is now poised for future growth. “We take great pride in knowing that many people consider Calabogie Peaks the ideal place to enjoy recreational opportunities, hold meetings, host family reunions and weddings or just disconnect,” says Paul Murphy. “We are in the business of exceeding expectations every day and the team knows their role is to deliver superior service along with small-town warmth and charm.” As a unique four-season destination that draws visitors from all over eastern Ontario and western Quebec, Calabogie Peaks offers guests year-round activities on the mountain, lake and land. Winter at the resort boasts skiing, snowboarding, snowshoeing and cross country skiing while warm weather activities include golf, tennis, unlimited hiking and lake activities. The resort has casual fine dining, full catering facilities, hotel rooms, one to three bedroom condos, indoor pool, outdoor hot tub plus complimentary WiFi and parking. Upgrading the facilities at Calabogie Peaks has
“Imagine owning a ski-in, ski-out residence or condo that comes with a dock and a half-mile of pristine shoreline.” — PAUL MURPHY, PRESIDENT OF CALABOGIE PEAKS RESORT consistently been done with great care so as not to spoil what guests love about the resort. “We have invested almost $10 million to improve everything from accommodations to ski and snowboard facilities to event and hospitality offerings,” explains Liz Murphy. “Having Ontario’s tallest ski mountain as well as half a mile of shoreline on Calabogie Lake are real magnets for our guests. From the positive feedback we get, we’ve learned that people appreciate that we provide experiences here that you simply cannot enjoy in the city. At Calabogie Peaks we offer the chance to unplug and unwind, whether you want to enjoy a bonfire, relax by the lake or play a round of golf.” Paul says that it is exciting
to look ahead to the next phase of improvements at Calabogie. “We are exploring how we can take this lovely land base and develop it into a place that can host many more visitors. Our growth has always been done in a careful, measured way and we are applying that approach once again as we look at opening up real estate ownership opportunities in a year or so here at Calabogie Peaks. We’re working with one of the world leaders in this field, Ecosign Mountain Resort Planners from Whistler, to help us design this in a way that works for the Ottawa Valley,” he explains, adding that, “Calabogie would become a boutique resort, which is a model that has been successfully implemented elsewhere.”
The Murphys have partnered with both the Township of Greater Madawaska and the County of Renfrew as they embark on their planning. “We are looking at everything from the infrastructure that comes into the resort as well as the way the land on the property works in the overall design. The 1500 acre site has a combination of land formations to host a unique resort anchored by the mountain during the winter and the lake in the summer. Imagine owning a ski-in, skiout residence or condo that comes with a dock and a halfmile of pristine shoreline,” says Paul. Plans also include anchoring the new development with a pedestrian village, notes Liz. “It will be similar to the type
of village that you see at Tremblant or Blue Mountain, but it will be much smaller, less dense and have a truly unique character. We’ll be looking to add customized commercial spaces for distinctive shops and eateries that are typical of the look and feel of the Ottawa Valley.” Paul says that their careful approach to planning has included gathering extensive consumer input. “We know our target audience is price conscious so we want to build accommodations that are affordable, attractive and last for ages. Our focus groups told us that they don’t want the density that they see at some larger resorts and that retaining a feeling of connection to nature is more important than nightlife.” One of the nicest aspects of the planned expansion will be that guests and residents will enjoy a vast range of on-site privileges. “As always at Calabogie Peaks, those staying onsite will be welcome to enjoy all the facilities,” says Liz. “The increase in accommodations will also mean that we will be able to host larger groups for events, weddings and corporate retreats and meetings.” Consumer input is shaping the planning to offer a mix of town homes, condos and single family residences in the next phase of development at Calabogie Peaks. “Based on the initial success of our nearby Barrett Chute project (www. barrettchute.com) we are confident there is demand for quality properties in this area,” says Paul. “One of the things that we are hearing from buyers is that they are excited about the range of interesting leisure opportunities both at Calabogie Peaks and throughout the surrounding region.” To find out more about current and future opportunities to enjoy all that Calabogie Peaks Resort has to offer, please visit www.calabogie.com or call 1.800.669.4861.
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LAUNCH PAD “We’ve proven that we can deliver, we’ve proven that clients do want to buy what we’re offering, so the next step is to go where the money really is. We’re trying to go global very quickly.” – INTERACTIVE STUDIOS CO-FOUNDER PATRICK MILLWARD ON COMPANY’S INTERNATIONAL EXPANSION AMBITIONS
PHOTO BY MARK HOLLERON
Carleton students’ digital directory startup pointed in right direction Ottawa firm eyeing potential rollout of technology in major malls across the country – with thoughts of foreign expansion on the horizon BY ADAM FEIBEL adam@obj.ca
MONDAY, MAY 23, 2016
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fter striking a deal with a major Canadian property manager, a fledgling Ottawa startup could soon have its digital directory technology installed at shopping centres across the country – and is already looking at expanding into foreign markets, too. Interactive Studios, founded by current Carleton University students Patrick Millward and Colin Pritchard a little more than a year ago, makes digital information kiosks. The devices are meant to help visitors to shopping malls or other large complexes such as hospitals not only find their way to their destination but also obtain more information about each shop and get alerted to nearby events and special promotions. The firm also sees huge potential in the touchscreen technology’s collection of customer data that allows clients to gain an in-depth understanding of visitors’ shopping habits.
Mr. Millward and Mr. Pritchard have been working closely with Carleton University’s business accelerator and Lead to Win incubator programs while enrolled in the school’s technology innovation management program. They have been in talks with property manager Cadillac Fairview for roughly a year, launching a paid pilot program involving one trial kiosk that has been operating at the Rideau Centre since August. By this summer, Interactive Studios will add seven more units throughout the downtown mall. Cadillac Fairview owns 23 malls across Canada. Mr. Millward says the Toronto-based company’s intent is to hire one provider to be responsible for the digital information kiosks at each of its shopping centres across the country. Interactive Studios’ chief executive says that looks very promising for his young firm. “We’re taking it one step at a time,” Mr. Millward says. “They knew that we’re a startup, so they’ve been testing us throughout the entire process.” If Cadillac Fairview does extend the
contract Canada-wide, Mr. Millward says it could lead his company to “upwards of $10 million in revenue.” Interactive Studios is already profitable and on track to generate at least $1 million in revenue by next April, the company says. The startup also wants to make a strong push into the much larger U.S. market soon. “We’ve proven that we can deliver, we’ve proven that clients do want to buy what we’re offering, so the next step is to go where the money really is,” says Mr. Millward. “We’re trying to go global very quickly.” Still, the company’s biggest selling point might well be its products’ data collection potential. Everything a user touches on one of Interactive Studios’ digital information screens is recorded in the background and used for detailed analytics. The kiosks also have facial recognition technology to determine users’ average age and gender, and the company employs Wi-Fi to detect where people are moving in the mall after using the signage.
That means it can tell if a person who searched for a particular store actually ended up there, or if they went somewhere else. The data can also help indicate whether on-screen promotions are having a significant effect on people who use the info signs. Clients see “huge value” in this data, which they can resell to tenants, says Mr. Millward. And as the technology expands into more parts of the Rideau Centre and then into shopping malls across Canada, “we’re going to learn a lot more,” he adds. Because Interactive Studios always lands a sale before building a product, low overhead has allowed for early profitability. The company has also received financial support from the federal government’s Industrial Research Assistance Program. Mr. Millward says the firm is already working on an extension to the current technology that will greatly speed up the design and implementation process for each new client. “I don’t think our competition is ready for this yet,” he says.
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Ottawa Innovation Economy a National Leader BY BRUCE LAZENBY
CHANGE LOG UNIVERSITY OF OTTAWA STARTUP CAPTURES INSTANT DONATIONS New startup Go Give-Back has developed a mobile app that lets philanthropists collect instant, “in-the-moment” donations for charitable causes and events. Users can look up nearby events or find an organization that appeals to them and make a donation using a single tap. Founded by Lemuel Barango and Liora Raitblat, the young firm was recently selected as one of the top five startups to come out of the University of Ottawa and has also been accepted into this summer’s Startup Garage incubator program. ESTAFFMATCH LANDS PARTNERSHIP, PLANS EXPANSIONS Ottawa-based online marketplace eStaffMatch, which connects event organizers with trained staff, inked a partnership agreement with Tourism HR Canada in April. The internationally recognized Invest Ottawa portfolio company makes its first move into the Toronto market in late May and plans to expand to Montreal shortly. OTTAWA FIRM PIONEERS NEW ECO-FRIENDLY LED LIGHTING Lighting design company Rimikon aims to make a bigger break into the commercial sector with plans to install and test its extra-low-voltage LED lights – which use
only 24 volts, last up to 50,000 hours and are completely recyclable, according to the Ottawa company – at the Canadian Centre for Housing Technology, a facility designed to get innovative technologies into the market more quickly, the firm announced recently. Launched in 2010, the company currently has 27 distributors across North America. L-SPARK ACCEPTING APPLICATIONS FOR 2016 ACCELERATOR L-Spark is now accepting new applicants for its 2016 fall session. The Kanata-based business accelerator for enterprise software is designed to rapidly grow revenues at software-as-aservice startups and prepare the companies for late seed or Series A financing rounds within nine months. L-Spark is seeking firms with an already established commercial product and at least $10,000 to $30,000 in monthly recurring revenue. Companies can fill out an application at l-spark.com before July 24. LOBBY GROUP CALLS FOR FEDERALLY FUNDED ACCELERATOR The Canadian Advanced Technology Alliance wants the Canadian government to help boost both the public and private sectors in Ottawa by creating a new accelerator for startups that are looking to commercialize research and development by government scientists, engineers and technologists. The lobby group says such a program would help spur innovation and also act as “a vote of confidence” for government scientists.
CALENDAR HOW TO START AND RUN A TECHNOLOGY COMPANY Tuesday, May 24 at 6:30 p.m. My ByWard Office, 78 George St. Info and registration at fi.co/events
ENTREPRENEUR DROP-IN Thursday, May 26 at 10 a.m. Invest Ottawa, 80 Aberdeen St. Info and registration at investottawa.ca/events
L-SPARK CELEBRATES THE BEST IN SAAS OF 2016 Wednesday, June 22 at 5 p.m. Great Canadian Theatre Company, 1233 Wellington St. W. Info and registration at l-spark.com/events
the largest tech acquisition in Canada over the last three years. Today Ottawa has 68,000 people working in more than 1700 technology companies with 10,000 more anticipated by 2019, according to the Information and Communications Technology Council. This growth is anchored by sixty-five Federal research labs, four world-class post-secondary institutions, nearly a dozen business incubators/accelerators and Canada’s largest technology park. This is only a fraction of the highlight reel. Over the next decade our tech companies will become major players in both the national and global economy. Add all these together and Ottawa’s ecosystem is well-positioned to assist Canada’s transformation from a resourcebased economy to a knowledgebased one.
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OTTAWA ENTREPRENEUR RESOURCE REVIEW Wednesday, June 8 at 6 p.m. Collab Space, 70 Bongard Ave. Info and registration at eventbrite.ca
BUILDING A CULTURE OF INNOVATION Friday, June 17 at 9 a.m. Code Factory, 100 Gloucester St. Info and registration at eventbrite.ca
The Branham Group just released its annual list of the top Canadian tech companies by location. The number of businesses calling Ottawa home increased from 11% to 14% between 2014 and 2015. It’s also the second year in a row Ottawa has beat out Vancouver, Montreal, Calgary, and Waterloo. Congratulations are also in order for local software companies Shopify and You.I TV which were two of the top fifteen highest growth companies in Canada. It’s a testament to the strength of Ottawa’s software sector, where in the last six years local brands have raised more money in the public markets, than the technology companies of all other Canadian cities combined. And finally local companies like MITEL are growing at an incredible pace. Its recent acquisition of Silicon Valley company Polycom for $2 Billion, was
Congratulations are also in order for local software companies Shopify and You.I TV which were two of the top fifteen highest growth companies in Canada
MONDAY, MAY 23, 2016
FINANCING YOUR BUSINESS Wednesday, May 25 at 9 a.m. Invest Ottawa, 80 Aberdeen St. Info and registration at investottawa.ca/events
GET TO KNOW FUTURPRENEUR CANADA Thursday, June 9 at 12 p.m. Invest Ottawa, 80 Aberdeen St. Info and registration at investottawa.ca/events
T
he importance of Canada’s innovation economy has quickly become a key priority for governments at all levels of office. Prime Minister Trudeau has signaled that knowledge-based businesses will be a key focus for the Liberals and their Ontario counterparts have said the same. Our city’s private sector has never been better positioned to help lead the transformation from a resource based economy to a knowledge-based one. And one incredible data point continually cements my belief that this is true:
ECONOMY Talent shortage still handcuffs local growth, survey suggests Business owners say finding skilled workers remains top concern in latest edition of Ottawa Business Growth Survey BY DAVID SALI david@obj.ca
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ttracting skilled talent continues to be the No. 1 issue that keeps local business leaders awake at night, according to results from the latest comprehensive survey of the Ottawa corporate community. Forty-seven per cent of local executives and business owners cited “skilled workforce” among the three biggest issues facing their companies in the new edition of the Ottawa Business Growth Survey. Attracting new business was among the top three concerns of
39 per cent of respondents, followed by corporate taxes at 34 per cent. Access to capital (26 per cent) and municipal taxes (23 per cent) rounded out the five most important issues for Ottawa businesses in the online survey, which was conducted during the month of April. It’s the second year in a row the poll revealed a lack of skilled workers to be the top worry for local entrepreneurs. The problem seems to be particularly acute in the technology sector, where 68 per cent of respondents ranked the issue in their top three. “It’s confirmation that for Ottawa to continue the momentum it’s had in the technology space, it also is going to need
to be able to recruit and retain the skilled workforce that sector needs,” said David Coletto, CEO of polling firm Abacus Data, which conducted the survey. “It think that’s why our post-secondary institutions and the quality of life that the city develops will be critical in filling that need for that sector to continue to grow.” Firms in the construction, consulting and retail sectors also put the issue at the top of their lists – albeit with a significantly smaller share of companies ranking it there. Mr. Coletto said many tech executives have told him their industry is feeling the squeeze from reforms to the federal government’s temporary foreign worker
program. The former Conservative government tightened the program’s rules, barring companies in regions with an unemployment rate of more than six per cent – Ottawa’s is currently 7.1 – from hiring any temporary foreign workers to cover gaps. “I think (there needs to be) a broader discussion about how can government and private-sector partners and post-secondary institutions and the education system generally encourage more Canadians to go into the STEM (science, technology, engineering and mathematics) fields and fill these jobs,” he said. Attracting new business was the No. 1
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Nearly every transaction you complete – domestic or international, business or personal – has direct or indirect tax consequences. Our Ottawa team of tax advisors are wellversed in the latest Canadian and international tax legislation to ensure you comply with tax laws while paying the least amount of tax possible.
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The top three issues facing local companies in the technology sector, according to the latest Ottawa Business Growth Survey
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overall concern in the hospitality sector, with just over half of respondents listing it in their top three, a finding that didn’t surprise Mr. Coletto. “New business attraction I think is something that the city and many of its businesses are going to say is a top-ofmind issue because that’s what drives growth,” he said, noting it was also the second-biggest concern of businesses in the construction and consulting sectors and No. 3 among retail respondents. Almost 700 businesses completed this year’s survey, nearly double the total that responded a year ago. Mr. Coletto credited local BIAs and other industry groups such as the Ottawa Construction Association for promoting the project among their members, noting a much wider variety of companies took part in this year’s survey. “Every time we can grow the sample size and grow the breadth of businesses that take part, it increases our confidence in the results – that we are getting a representative sample of businesses in the National Capital Region,” he said. “I think businesses across the city are seeing the value of it and that’s why they’re encouraging their members to take part. I think it’s starting to have the kind of respect that we were hoping to build for this study when we started this project a few years ago.” Sponsored by the Ottawa Business Journal and the Ottawa Chamber of Commerce in conjunction with Welch LLP, Cresa Ottawa, Gowling WLG and RBC, the online questionnaire targeted businesses across all sectors to gauge their confidence in the region’s economy and seek their views on a range of topics. The full results of the survey will be unveiled at a breakfast event at the Shaw Centre on June 1, where expert guests including Code Cubitt of Ottawa’s Mistral Venture Partners, Environment Minister Catherine McKenna and Rideau Centre general manager Cindy VanBuskirk will break down the results. For more information, visit ottawachamber.ca.
COMMENTARY Ottawans are travelling less and spending less in the United States due to the weakness of the Canadian dollar and are opting to spend that money at home instead. In addition, tourists from other parts of Canada who might have headed south before are now coming to Ottawa
Heady days for Ottawa’s retail market
MONDAY, MAY 23, 2016
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Place d’Orleans shopping centres. Despite the failure of Target, 2015 was a good year generally for Ottawa’s retailers, according to Barry Nabatian, a longtime professional observer of the city’s retail scene. He is director of market research for Shore-Tanner & Associates, a firm of real estate appraisers and consultants. Retail spending in Ottawa increased by an estimated $700 million last year, Mr. Nabatian said. Among the biggest gainers, he said, were Costco, which gets part of its revenue from an annual membership fee, and the Winners chain of discount clothing stores. The Rideau Centre and Bayshore Shopping Centre, both of which have recently been massively expanded and modernized, have maintained their pre-eminent position in the local retail scene. The latest figures available to Mr. Nabatian show the Rideau Centre’s annual sales running at about $1,100 per square foot, ranking it in the top 10 malls in Canada in that category. Over at Bayshore, the figure is about $700 per square foot. These are challenging times for retailers, Mr. Nabatian said, because the purchasing power of the middle class is shrinking and many poor people are
TELEPHONE Phone: 613-238-1818 Sales Fax: 613-248-4564 News Fax: No faxes, email editor@obj.ca PUBLISHER Michael Curran, 238-1818 ext. 228 publisher@obj.ca CHIEF MARKETING OFFICER Terry Tyo, 238-1818 ext. 268 terry@greatriver.ca EDITOR, PRINT CONTENT David Sali, 238-1818 ext. 269 david@greatriver.ca EDITOR, ONLINE CONTENT Tom Pechloff, 238-1818 ext. 291 editor@obj.ca COPY EDITOR Krystle Kung ADVERTISING SALES General Inquiries, 238-1818 ext. 286 sales@obj.ca Wendy Baily, 238-1818 ext. 244 wbaily@obj.ca Carlo Lombard, 238-1818 ext. 230 carlo@obj.ca Alison Stewart, 238-1818 ext. 226 alison@obj.ca SPECIAL PROJECTS Nikki DesLauriers, 238-1818 ext. 240 nikki@obj.ca MARKETING & SALES CO-ORDINATOR Cristha Sinden, 238-1818 ext. 222 cristha@greatriver.ca
The city’s top malls are still performing well despite the squeeze on the middle class – columnist Michael Prentice explains why usiness is booming at two of Ottawa’s biggest regional shopping malls – the Rideau Centre and Bayshore Shopping Centre – and the city’s retailers generally had a pretty good year overall in 2015. Collectively, Ottawa’s retail outlets saw growth of at least three per cent in revenue last year. This helps to explain why the city’s retail footprint continues to expand despite the spectacular failure a year ago of the U.S.-based Target discount chain, which closed all its Canadian stores. The fallout continues from Target’s unceremonious exit from the Canadian retail scene, which left hundreds of thousands of square feet of empty commercial space at five Ottawa locations. These locations included one at Bayshore, where space was being prepared for a Target store when the chain pulled out of Canada. The highly successful Walmart discount chain has since moved into this space at Bayshore while at the same time closing its store at the nearby Lincoln Fields Shopping Centre – a heavy blow to residents of that immediate area. Walmart has also moved into the space vacated by Target at Billings Bridge Plaza. That leaves three former Target locations unoccupied at Hazeldean, St. Laurent and
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getting poorer. Some retail segments are being hit particularly hard, he said, such as restaurants. Why, then, has there been an overall increase in retail spending? Mr. Nabatian said several factors are at play. Ottawans are travelling less and spending less in the United States due to the weakness of the Canadian dollar and are opting to spend that money at home instead. In addition, tourists from other parts of Canada who might have headed south before are now coming to Ottawa. At the same time, the number of American visitors to the National Capital Region sharply increased last year. Ottawa’s buoyant retail market has prompted developers to add about 1.5 million square feet of retail space in the past 18 months, according to Mr. Nabatian. About 500,000 square feet will be added this year, he says. “It’s a matter of supply and demand,” he said. “Inside the Greenbelt, there is a surplus of retail space. Outside the Greenbelt in Orleans, Barrhaven and Kanata, there is still not enough. Population growth there is very high. That’s where the need is.” Michael Prentice is OBJ’s columnist on retail and consumer issues. He can be contacted at news@obj.ca.
CREATIVE DIRECTOR Tanya Connolly-Holmes, 238-1818 ext. 253 creative@obj.ca ART DEPARTMENT Regan VanDusen, 238-1818 ext. 254 regan@greatriver.ca Celine Paquette, 238-1818 ext. 252 celine@greatriver.ca FINANCE Jackie Whalen, 238-1818 ext. 250 jackie@greatriver.ca SUBSCRIPTIONS/DISTRIBUTION Patti Moran, 238-1818 ext. 248 subscribe@obj.ca PRINTED BY Transcontinental Qualimax 130 Adrien-Robert, Parc Industriel Richelieu Gatineau, QC J8Y 3S2 NEWS RELEASES News releases for the Ottawa Business Journal’s print or Internet news teams can be e-mailed to editor@obj.ca. LETTERS TO THE EDITOR We welcome opinions about any material published in the Ottawa Business Journal or issues of interest to local businesspeople. Only letters with the writer’s full name, address and telephone number will be considered for publication. Addresses and phone numbers will not be published, but they might be used to verify authenticity. Letters can be e-mailed to editor@obj.ca.
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DEFENCE & SECURITY
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Special nine-page section looks at Ottawa’s role as leader in defence industry innovation and how city can help shape procurement policies
MONDAY, MAY 23, 2016
Sector locked in on growth
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Interactive Manuals (IETMs) are one of the output formats of S1000D. Promaxis’ solution offers advanced functionality that is designed specifically for the Department of National Defence.
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MONDAY, MAY 23, 2016
The S1000D framework helps overcome limitations imposed by current processes.
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If suppliers change, parts get replaced, or new equipment is introduced – all of the supporting documentation needs to be updated to reflect these changes. S1000D provides the full blueprint to turn this complex task into a simplified and manageable process, while maintaining strict quality control at each step. S1000D is the international specification for technical publications for aviation, marine, land and commercial equipment. The reason that S1000D is so powerful, is that it focuses on breaking information down into small building blocks known as “Data Modules”. It then provides
an effective blueprint for fitting these building blocks together to form large, complex sets of documentation. However, a great deal of expertise is required to tailor S1000D for a specific organization. That’s why Promaxis combined our expertise in S1000D, and our experience with the Department of National Defence (DND), to create a proven, structured process to help the Canadian military reap the benefits of the S1000D framework. Promaxis has 40+ years of experience providing technical and engineering support across all three branches of the military. We understand the challenges and common issues that the Canadian military faces when trying to create spec-compliant documentation, so our solution is designed to reflect these needs. We can automatically validate content against pre-established business rules, as well as specifications such as C-01-100100/ AG-006, in order to produce compliant CFTOs. Furthermore, this proven solution enables us to partner with OEMs and large companies who leverage our solution in order to support their deliverables to DND. The result? Creating a structured system for DND that helps manage and validate technical data from a number of different suppliers.
The main benefits of S1000D include: 1. Adapting to your changing business needs. Using a “building block” approach gives you greater flexibility in the way you reuse and publish your technical data. This, combined with the use of a nonpropriety format, ensures that the solution can adapt to your needs, even as business requirements and technology change. 2. Ensuring the accuracy of technical data. A structured approach to documentation allows you to integrate strict quality control at every step of the process, and track changes down to the exact word. 3. Reducing turnaround times for documentation. Reusing content across related documents, and automating tasks such as formatting, results in a significantly reduced level of effort – which lets you get important data to the field, faster. 4. Publishing to multiple formats, with just one click. Easily publish hardcopies, PDFs and other digital formats, such as Interactive Manuals, without any added work. Because the format is independent of the written content, the exact same text file can be published to various different outputs.
5. Integrating into existing systems. The way technical data is structured with S1000D, allows it to feed other applications such as digital logistics or parts catalogs within DRMIS.
A proven process designed for the Department of National Defence (DND) Promaxis has a proven track record of converting DND’s existing technical documents to an S1000Dcompliant solution. Our in-depth understanding of DND’s business requirements has allowed us to develop a solution that is tailored specifically to the needs of DND, and that ensures much greater quality control. Promaxis has developed in-house tools to ensure a structured approach for converting, creating, maintaining and publishing a large number of technical documents quickly, while maintaining the integrity of your technical data. Our process supports DND directly, as well as OEMs and large companies with their own deliverables to DND. To request more information, or discuss partnership opportunities, contact Cyril Maillet at cmaillet@promaxis.com.
DEFENCE & SECURITY “We need to shift from a boys’ club to more of an inclusive club. We need to do our best to encourage women to take on risk, without funding, for example.” — SUE ABU-HAKIMA, CEO OF AMIKA MOBILE
Sue Abu-Hakima, CEO of emergency communications firm Amika Mobile, has forged a reputation for being an innovative tech entrepreneur. PHOTO BY MARK HOLLERON
Paying it forward
Now!, nearly 10 years ago, Ms. Abu-Hakima launched Amika Mobile soon after in 2007. She used the capital from her exit to fund the company as well as government grants and support from angel investors. Amika Mobile is a broadcast technology platform that allows emergency alerts to be issued on any device on a network, using automatic discovery technology. Amika is “A number of studies show that women currently the only vendor in the world with are underserved in terms of banking or this capability. procurement,” she says. Spurred by several mass shootings in the Now that Ms. Abu-Hakima is a veteran United States, Amika has recently partnered tech CEO, she says she relentlessly with Tracer Technologies, a firm that makes encourages young people to go into the sensors that trigger an emergency alert to science, technology, engineering and math people nearby when a gunshot is detected. fields, especially women. Amika Mobile’s innovations have Despite sometimes sticking out in the not gone unnoticed. The company industry, she has forged on. Her journey recently received the best emergency as an entrepreneur has led her to develop communications solution award at the US technology that now saves countless lives. GOVIES, a major industry awards show, for After exiting her first company, Amika the second year in a row.
CEO of a successful emergency communications business, trailblazer Sue Abu-Hakima is intent on helping other women rise up the tech ranks Special to OBJ
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ver a trailblazing entrepreneur, Sue Abu-Hakima is keen on making the technology and business sectors more accessible for women and minorities. The CEO of Amika Mobile has broken barriers for standing out in the software engineering sector, a field typically dominated by men. “We need to shift from a boys’ club to
more of an inclusive club,” she says. “We need to do our best to encourage women to take on risk, without funding, for example.” In addition to proposing a venture fund exclusively for women, Ms. Abu-Hakima has been rallying industry partners and government agencies to allow women to access funding more easily. At the recent Startup Canada Day on the Hill, for example, Ms. Abu-Hakima and some of her peers made requests to increase support for women.
MONDAY, MAY 23, 2016
BY LUCY SCRENCI
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“The training Calian provided turned into mission rehearsal and operational readiness training. We were suddenly getting people ready for combat operations, where the training that we did could actually save lives.”
— JERRY JOHNSTON, VP, TRAINING AND ENGINEERING SERVICES, CALIAN.
A KEY ALLY TO THE CANADIAN MILITARY: AN OTTAWA SUCCESS STORY Diversification of Calian’s Service Offerings Key to Strategic Relationship with Canada’s Military
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ligning the diversification of its service offerings with the needs of its evolving customer base has long been the backbone of Calian Group Ltd.’s success. The success of this model is most evident in the company’s long-standing relationship with the Canadian Armed Forces. Over the past 20 years, Calian has worked with the Department of National Defence (DND) on a staggering array of projects. Calian understands the Canadian Armed Forces and has the know-how and flexibility to augment or scale just about any program. On April 1st, Calian Technologies Ltd. became Calian Group Ltd. to more accurately represent its current operations and diverse service offerings. Nowhere is this better reflected than in the services that they provide to DND.
WHERE IT ALL BEGAN PREPARING CANADA’S SOLDIERS FOR COMBAT OPERATIONS Calian proved itself to the Canadian Armed Forces in the mid 1990s, delivering constructive simulation training. Putting command personnel fresh from the classroom through their paces to ensure they can apply what they have learned in practice takes time and money. The Canadian Army wanted to
carry out this command and staff training without having to stage large exercises that involve putting thousands of people in the field for war games. Constructive simulation training achieves the same result by simulating troops, tanks and other equipment within a digital battlefield. Dozens of people can be tested and trained at a time without having to put an actual army in the field. Providing this kind of training took on a whole new meaning when Canada deployed to Afghanistan. From 2005 – 2011, DND relied on Calian to help prepare Canadian military task force headquarters personnel to deploy into highintensity combat operations within Kandahar Province, Afghanistan. “The training Calian provided turned into mission rehearsal and operational readiness
training,” said Jerry Johnston, Calian’s VP of Training and Engineering Services. “We were suddenly getting people ready for combat operations, where the training that we did could actually save lives.”
GETTING THE JOB DONE, WHATEVER THE NEED
It was this kind of trusted expertise that led to Calian’s involvement into a number of diverse contract opportunities with DND, with some examples including: • Operating a radio station in Kingston for broadcast in Afghanistan • Aircraft maintenance and repair training • Training for communications systems, network management, electronics,
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and cryptographic communications equipment at Canadian Forces School of Communications and Electronics Research assistants for Royal Military College in Kingston, ON Various vehicle maintenance contracts across Canada for everything from trucks to Leopard tanks to light armoured vehicles Provision of project management and support on such programs as the Maritime Helicopter program and Royal Canadian Air Force’s Airworthiness group Design and delivery of key components or subsystems to Canada’s Prime Defense Contractors.
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Calian’s expertise extends into the emergency response planning and security domain in support of the broader public sector. For example, Calian’s 2010 Olympics Exercise Design received the Privy Council Office Exceptional Achievement Award, an honour that no other civilian company has ever achieved.
PUTTING SOLDIERS’ HEALTH FIRST
In 2004, Calian realized that its experience and expertise in program development and delivery, as well as its understanding of DND’s requirements and working environment, made it well-suited to become DND’s Health Services Provider. “DND’s health services contract was about delivering quality, complex health services to support DND in even the hardest-to-service parts of the country,” said Scott Murray, Calian’s VP of Health Services. “Together with over 500 Calian medical and allied health care professionals, we take our role of supporting the health care needs of our serving members very seriously.” Since winning the contract in 2005, Calian has consistently earned a “Superior” performance satisfaction rating from DND. Calian now manages a national network of over 1,500 health care professionals in 60 different categories. “We have built a national network that is really second-to-none,” Murray added. “With this broad healthcare capability, we have been able to branch out and deliver value-added health care services to a wide selection of other public and private organizations with national health care needs.” Calian Health Services clients now include such organizations as Shell Canada, Canada Border Services Agency, the RCMP and Correctional Services Canada.
leave the military and seek new civilian careers, and for military spouses who are faced with frequent relocation. Calian was recently recognized with the first ever Military-Friendly Employer Partner Award from Canada Company. Canada Company is a charitable and non-partisan organization that helps build bridges between community and business leaders and the Canadian military, to help veterans transition to civilian life. Calian is also active with Canada Company’s
MET Spouse program, which helps spouses of serving military personnel find employment. Many such opportunities have included health care professionals who are employed on Calian’s DND health services contract. Calian support also extends to veterans through a variety of other efforts, such as the The Canadian Military and Veteran Families Leadership Circle, funding for the Canadian Institute for Military and Veteran Health Research, and serving as a Gold Sponsor for the Canadian Tire Centre’s Canadian Armed Forces Appreciation Nights.
SUPPORTING DND – CORE TO CALIAN’S DNA
A significant element of Calian’s makeup lies in its enduring partnership with DND, and its dedication to members of the Canadian Armed Forces and their families. While part of Calian’s strength lies in its ability to recognize and capitalize on new market opportunities, in the 34 years since its founding, the dollars and cents of good business have always been tempered with a focus on what’s best for its customers, its employees and its shareholders. “We see our relationship with DND as a true partnership and Calian is honored to support the Canadian military in achieving its objectives in the most cost-effective and efficient manner possible,” said Johnston.
“We realized that this was a great way for Calian to be able to give back to the Canadian Armed Forces and reflects how we are uniquely positioned to support and deliver programs that meet the needs of the military community.” — SCOTT MURRAY, VP, CALIAN HEALTH SERVICES
CALIAN GIVES BACK TO THE CANADIAN MILITARY
Calian’s close working relationship with the Canadian military means the organization is uniquely positioned to understand the particular needs of this community. As a result, significant effort has been put into supporting military families and veterans, particularly in the areas of health and employment opportunities.
Making a difference for military families
Employing Canada’s veterans and military spouses
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Through its extensive work with the Canadian Armed Forces, Calian has become a destination employer for both transitioning veterans when they
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DND-funded health services are available only to active military personnel, not to their families. A 2013 DND ombudsman’s report detailed the many difficulties military families experience as a result of their service, including accessing and maintaining a family physician. When this issue was brought to Calian’s attention, it realized it was in a unique position to help. In January 2016, Calian, in partnership with Military Family Services and local Military Family Resource Centres, launched the Calian Military Family Doctor Network. This program helps match military families in need of a family doctor with physicians practicing at Calian’s own Primacy clinics located all across Canada. “We realized this was a great opportunity for Calian to give back to the Canadian Armed Forces and a community we have been so proud to support and work with for so many years,” Murray said.
DEFENCE & SECURITY ‘Opportunity of a generation’ to spur R&D through federal procurement policies, defence lobby group says BY LUCY SCRENCI Special to OBJ
MONDAY, MAY 23, 2016
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he head of Canada’s most prominent defence industry lobby group is urging the federal government to revamp its defence procurement strategy as part of its drive to make the country a world leader in innovation. Christyn Cianfarani, president of the Canadian Association of Defence and Security Industries, says Canada’s defence procurement strategy can be a key contributor to the country’s innovation agenda. The association represents more than 1,000 companies in the defence and industrial securities sector. Ms. Cianfarani is pushing for a “made in Canada” defence industrial policy, which she characterizes as combining the government’s innovation goals with meeting the requirements of Canada’s military. “We would articulate as a country the kind of jobs we want to have – generally speaking, high wages and high-quality, innovation-driven jobs,” she says. “That’s marrying the innovation agenda with the kinds of products we’re going to need for our armed forces. “It’s also determining what kind of industry we want to have that will have that capability. For example, what do we want to create, sustain and grow – that all ties into a ‘made-in-Canada’ defence industrial policy. Then you use the tools that you have at your disposal to make that outcome happen.” “Innovation” has become a key buzzword for the federal Liberals, who even changed the name of the former industry portfolio to innovation, science and economic development. Navdeep Bains, the man in charge of that ministry, recently called on Canadian industry to beef up its spending on R&D in an effort to make the country more competitive on the world stage. Mr. Bains is not the only one pointing out Canada’s weaknesses in this area. The Science, Technology and Innovation Council, an independent body that provides policy advice to the federal government on technologyrelated issues, releases yearly reports outlining Canada’s performance in research and development, talent resources and business innovation.
The Canadian Association of Defence and Security Industries’ Christyn Cianfarani. PHOTO PROVIDED
“To our understanding, Canada is the only G-7 nation without a defence industrial policy. While we will be looking to other countries, or we suggest looking to other countries as models, we definitely want to make sure that everyone understands that a defence industrial policy would be a ‘madein-Canada’ one.” — CHRISTYN CIANFARANI, PRESIDENT OF THE CANADIAN ASSOCIATION OF DEFENCE AND SECURITY INDUSTRIES
Its State of the Nation 2014 report praised Canada for its knowledge base but noted the country lacked momentum in business innovation. Relative to its size, for example, studies show Canada is home to globally renowned scientists who are in the top one per cent of the most cited researchers in their respective fields. When it comes to innovation, however, the country lags behind other
developed nations such as the United States in terms of aggressiveness in R&D investment. One of the tools Ms. Cianfarani believes can help change that is the Industrial and Technological Benefits policy announced in the federal government’s Defence Procurement Strategy in 2014. The ITB policy requires companies putting forth bids on military projects to
outline a clear “value proposition” in the form of how many jobs and opportunities they will create. In addition, the policy can require bidding companies to transfer R&D or intellectual property, major drivers of innovation. Ms. Cianfarani says the policy will allow the federal government to drive the kind of innovation and jobs it wants. She says defence procurement can be an ideal mechanism to spur innovation because it’s a sector that isn’t subject to as many trade agreements as other industries. “To our understanding, Canada is the only G-7 nation without a defence industrial policy,” she says. “While we will be looking to other countries, or we suggest looking to other countries as models, we definitely want to make sure that everyone understands that a defence industrial policy would be a ‘made-inCanada’ one. While there are other things to learn from other nations, it would definitely be something that the industry and government need to do to work together to make uniquely for Canada, because we are a unique country.” Canada should take a closer look at Australia’s policy, she suggests, since that country provides a good comparison point in terms of its similarity to Canada in size and culture. Ms. Cianfarani says the capital region has the potential to be a key focal point of the country’s innovation strategy. “Ottawa has about 300 defence and security related companies,” she notes. “I think most people would be surprised to learn that. It’s got a highly skilled workforce, and many, many world-class technology firms. (The Ottawa region) is very well known – from design and complex systems engineering to even robotics. So, there’s a lot of innovation that’s happening in the region.” She adds the entire region should make a concerted effort to band together. “We certainly want to make sure we foster this kind of cluster development at all levels – local, regional and national – and from what we understand, Invest Ottawa is actually doing quite a great job at understanding defence is a strategic sector for the city of Ottawa.” Ms. Cianfarani said she is keen on continuing this conversation with industry partners and the government. “We’re talking about that now because we have an opportunity of a generation in front of us.”
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Users try out virtual reality technology at the official opening of Lockheed Martin’s new IMPACT Centre in Kanata. PHOTOVANBEEK STUDIO
Lockheed Martin makes impact with new Kanata facility Centre aims to foster collaboration between industry and post-secondary schools BY LUCY SCRENCI
MONDAY, MAY 23, 2016
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ockheed Martin Canada officially opened its IMPACT Centre in Kanata in April with the aim of creating a hub for the company’s innovation and research and development initiatives. The establishment of the centre is part of the company’s efforts to embed itself within Kanata’s rich high-tech sector. The centre’s mission is to help foster collaboration between post-secondary institutions and industry – particularly small to medium-sized enterprises.
There’s also an onus on partnering with international companies who are looking to enter Canada, as well as government agencies and postsecondary institutions. In particular, the centre has the potential to become a perfect venue for industry to connect with students, the company says. Rosemary Chapdelaine, vice-president and general manager of Lockheed Martin Canada MST, explained the merits of the centre in a promotional video. “The centre allows us to reach out to industry and meet industry partners that we might not normally engage with,” she said. Besides firming up relationships
with industry partners, the centre is also focused on increasing the capability of SMEs to export in the defence and technology sectors. The centre will also work on supporting Canada’s defence procurement strategy – in particular, the Industrial and Technological Benefits policy, which requires companies to outline the economic impact their projects will have. There will be an initial focus on naval systems, complementing the company’s Maritime Advanced Training and Test Site in Nova Scotia. Other areas the centre will focus on include sustainment, performance-based logistics, training and solar energy.
LOCKHEED MARTIN CANADA BY THE NUMBERS •
In the last five years, Lockheed Martin Canada has invested $35 million in Canadian R&D and universities
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The company has 1,300 Canadian contracts across nine provinces, with 60 international contracts in 10 countries
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Lockheed Martin Canada employees 900 people in six provinces
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There are 173 co-op students working with Lockheed
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The company is intent on advancing STEM education
Securing a key market niche Ottawa’s Trustifier working to keep companies safe from cyberattacks BY LUCY SCRENCI Special to OBJ
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hmed Masud had an unusual start in the cybersecurity industry. Shortly after he developed Trustifier KSE, a security solution that prevents data leaks within organizations, the CEO of Ottawa-based Trustifier received an unexpected phone call. A publishing house in Australia urgently wanted to buy his software and have it rolled out in less than a week. The representative of the publishing company explained the firm needed to prevent excerpts from a highly soughtafter manuscript from getting leaked to the public. “They were basically the subject of phishing attacks,” Mr. Masud says. “A copywriter would receive a phone call and the person would say something like, ‘We’re calling from the London
office. The attachment that you sent was too big – can you send it to my Hotmail account?’” Mr. Masud was able to deploy the software in four days and three nights to a network of 350 computers. “We ended up protecting a manuscript of Harry Potter and the Order of the Phoenix from getting leaked from inside the publishing house,” he says. While protecting a hugely popular book from getting leaked was a unique assignment, Mr. Masud stresses that all companies should be vigilant when it comes to cybersecurity. There’s a misconception that small enterprises won’t be the target of “crimeware” attacks such as phishing or ransomware, which entails hackers stealing information and only restoring it once they receive a ransom. But according to a statement made by former U.S. Securities and Exchange
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commissioner Luis A. Aguilar in October 2015, 60 per cent of all targeted cyberattacks were aimed at small to medium-sized businesses. Verizon’s 2016
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Data Breach Investigations Report said nearly 90 per cent of cyberattacks had financial or espionage motivations. This is a main reason why Trustifier, whose earlier clients included federal defence agencies, began to serve the SMB market. Rob Lewis, a business developer at Trustifier, says cybersecurity will soon become almost mandatory for all businesses. The problem is many small companies don’t have the money or the knowledge to secure their networks. “There’s a misconception that IT knows security, but there are different functions,” says Mr. Lewis. The Trustifier TUX AI platform is “designed to be comprehensive and for people without expertise,” he adds. “It’s like a driverless car – tell it your destination and it will do it.” TUX AI was developed with mathematical modelling, making it uniquely flexible. “If you told it to secure all your web servers, it wouldn’t matter how many there were,” Mr. Lewis says. “It would go off and protect them and maintain them from that point going forward – that is dynamic and continuous.”
TOURISM Downtown Ottawa’s hotel landscape suddenly chic ‘Lifestyle’ hotel brands such as Alt and Andaz are changing capital’s image among coveted millennial market for the better, tourism experts tell OBJ BY DAVID SALI david@obj.ca
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un” isn’t a word generally associated with business meetings, but it’s the one Ash Wilby chose to describe the “creative spaces” at Ottawa’s newest downtown hotel earlier this month. “They are fun rooms to be in,” the sales manager of Group Germain’s Alt Hotel said after giving an OBJ reporter a tour of the new building at 185 Slater St. “You go into some meeting rooms and think, ‘Oh my gosh, I have to spend the next eight hours of my life in this room?’ These are fun rooms.” From the cozy guest quarters outfitted with minimalist work stations to those brightly painted meeting spaces featuring whiteboards on the walls, the Alt is part of a new wave of “lifestyle” hotels that are changing the face of the industry across North America – and the National Capital Region is no exception. “These aren’t your grandfather’s hotels that are coming into Ottawa now,” says Pat Kelly, a former general manager of the city’s Westin Hotel who now runs his own travel consulting firm. “These are really cool brands.” The 148-room Alt Hotel, which opened last month, is Group Germain’s 13th property in Canada and seventh under the Alt banner. The Montrealbased company is planning to open another hotel in the ByWard Market late next year under its more upscale Le Germain brand as part of an aggressive nationwide expansion campaign. Group Germain isn’t the only chic hotel operator establishing a presence in the capital in 2016. Another of the “cool brands” set to make its debut this year is Hyatt’s Andaz Ottawa ByWard Market, which will become the international chain’s first Canadian hotel under the Andaz banner when it opens its doors at Arts Court in August. The 200-room lodging will join other Andaz-branded hotels already located in cities such as London, New York, Shanghai and Tokyo. To Steve Ball, the president of the Ottawa Gatineau Hotel Association, the opening of a pair of trendy boutique hotels within a few months of each other is a sure sign the local industry is in robust health despite several high-profile
Among the guest-friendly amenities at Ottawa’s new Alt Hotel are a 24-hour cafe that serves alcohol at night (above) and cozy, brightly lit rooms with work stations. PHOTOS BY MARK HOLLERON
“These aren’t your grandfather’s hotels that are coming into Ottawa now. These are really cool brands.” – TOURISM INDUSTRY CONSULTANT PAT KELLY ON THE ARRIVAL OF THE GROUP GERMAIN’S ALT HOTEL AND HYATT’S ANDAZ BRAND TO THE LOCAL MARKET
closures over the past few years. “If you’re going to measure growth opportunity, look at the people that invest,” he said, noting Group Germain spent $30 million on its new Slater Street Alt location. “They wouldn’t do that if they didn’t think the return was there. It tells us we’re doing some things right in Ottawa. It shows confidence in our marketplace.” In all, about 800 hotel rooms have disappeared in Ottawa over the past couple of years, many of them downtown. But Mr. Ball chalked up the closure or conversion of facilities such as the Holiday Inn on Cooper Street, Minto Suites Hotel on Lyon
Street, the National Hotel & Suites on Queen Street and the Quality Hotel on Rideau Street to coincidence, not a long-term trend. “We didn’t lose them because of lack of business opportunity in hotels,” he said. “We lost them for odd reasons. So to have the Andaz and Alt kind of replacing some of that inventory is really good because they’re great brands.” In fact, Ottawa’s hotel market is one of the healthiest in the country, according to Brian Stanford, senior managing director of CBRE Hotels Valuation and Advisory Services in Toronto.
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One of several brightly painted meeting rooms at the new Alt Hotel on Slater Street, spaces hotel officials say are designed to be “fun” to be in. PHOTO BY MARK HOLLERON
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room) inventory will help relieve some of the pressure that’s been created by a bit of a soft supply and a strong demand.” That inventory is expected to grow further if Morguard, the owner of the former National Hotel site at 361 Queen St., launches its proposed redevelopment of the property. The company announced last summer it was planning to demolish the two conjoined hotel towers and replace them with a new 300-unit lodging that would be part of a mixed-use complex. The developer hasn’t provided any updates since then, but Mr. Stanford said a hotel would be a logical anchor for such a proposal. “I think they’re looking at that as an opportunity to try and maximize the development mix between commercial, residential and hotel uses,” he said. In the near term, Mr. Ball said he would be “thrilled” if the city can duplicate its occupancy numbers from 2015, conceding this spring’s numbers have been “a little bit softer” than last year’s. But with Canada’s 150th birthday on the horizon in 2017 and the longawaited redevelopment of LeBreton Flats slated to include a hotel and other amenities expected to lure more visitors to the downtown core, he sees a bright future ahead. “All the excitement will be LeBreton Flats,” he said. “We’re a ways away from seeing anything concrete, but at least now we’ve got a proponent. I can’t imagine a 150-room hotel would be what the owners would want. There will be a lot of discussion over the years ahead as to just what this community needs or is missing right now. We’ll see. But it’s exciting for sure.” – With files from Tom Pechloff
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Ottawa tied Montreal for the thirdhighest average occupancy rate among Canada’s 12 major markets last year at 72 per cent, he said, a number that isn’t projected to change much in 2016. Meanwhile, the city’s average daily rate ranked fourth behind Vancouver, Quebec City and Montreal. “Those are pretty healthy numbers,” Mr. Stanford said. “In part, I think the decline of some bad inventory has certainly helped the industry,” he added, calling some of the recently shuttered properties “functionally obsolete.” The local scene is being rejuvenated thanks to new brands such as the Alt and Andaz, he said. They tend to have fewer rooms and a more laid-back feel than traditional highrise luxury hotels, Mr. Stanford explained, featuring more modern designs, bright colours, natural lighting and amenities like free Wi-Fi throughout the building. These brands cater to millennials who want spaces where you can “sit and relax with your laptop, have a glass of wine, be seen, see people and, even if you’re not formally socially interacting, you feel like you are,” he said. The Alt Hotel, for example, has a 24-hour cafe that serves locally catered food, offers alcohol in the evening and features computers equipped with highspeed Internet that guests can use free of charge. Mr. Kelly said millennials are the fastest-growing market segment in the hospitality industry, and anything Ottawa can do to beef up its share of that pool of potential customers will benefit tourism in the region. “It’s going to help the image of the city within the travel market,” he said. “It’s also good because the additional (hotel
The Honourable Catherine McKenna Minister of Environment and Climate Change
RETAIL Beau’s to sell stake in company to employees Unconventional move will help ensure Vankleek Hill craft brewery remains independent, co-founder says BY TOM PECHLOFF tom@obj.ca
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eau’s All-Natural Brewing announced earlier this month it is selling its operations – but as the trailblazing Vankleek Hill brewery has done for most of its 10-year history, it is taking an unconventional route. In July, the family-run operation will start selling shares in the business to its employees, a path only a handful of other breweries in North America have followed.
CEO Steve Beauchesne, who founded the company with his father Tim in 2006, said he believes giving employees a stake in the firm is the best way to ensure it remains independent while it moves ahead with plans to expand across the country beginning later this year. “It’s protecting our independence and safeguarding the stewardship of the brewery with the employees, because I really feel like no one is going to care more about the future success of the brewery than the people that work here every day,” said Mr. Beauchesne, an OBJ Forty Under 40 recipient last year.
Steve Beauchesne (left) and his father Tim founded Beau’s in 2006. FILE PHOTO
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In an era when large breweries are entering the craft brew market by snapping up microbreweries, Mr. Beauchesne said this move is designed protect Beau’s from a similar fate. “There’s definitely an element of this that also is making a stand against commoditization of craft beer and standing up for independence for craft breweries,” he said. Since 2006, Beau’s has grown 45 per cent year-over-year and now has 150 full-time workers. As co-owners, the employees will now have “shared responsibility” for the future of Beau’s, Mr. Beauchesne said. Currently, Mr. Beauchesne and his father own about 60 per cent of the shares, he said, with early employees and other investors holding the remaining stake. Under the new ownership plan – which will officially launch on July 1, the brewery’s 10th anniversary – Beau’s will transfer a portion of those privately held shares to employees over the next few decades. Every year, Beau’s will ask if legacy shareholders want to sell any shares. Employees will then have a three-week window to opt into the plan. This year, about five per cent of the shares are up for sale, Mr. Beauchesne said. While most employees taking part will
likely do so through payroll deductions, he said lump sum payments will also be accepted. “We basically feel that if an employee wants shares and a legacy shareholder wants to sell them, there’s no reason we should stand in the way of that,” he said. Mr. Beauchesne gathered all Beau’s staff at the Bytowne Cinema on Rideau Street on May 16 to make the announcement, a reflection of the company’s growth. He said there was no room at the brewery, or even anywhere else in Vankleek Hill, to hold everybody. He said he chose the Bytowne because he liked the downtown location, he said, “and they don’t typically show movies in the morning.” Mr. Beauchesne said he has been considering this move for over a year, so some staff may have had an inkling of what he was about to announce. Their reaction, he said, is something he will remember for a long time. “Lots of tears of joy and hugging and high fives. It really meant a lot to see that this means as much to all our employees as it means to us to make this change,” he said. The gradual change of ownership will have no effect on the management team, Mr. Beauchesne added. “For me, this move was more to
“It’s protecting our independence and safeguarding the stewardship of the brewery with the employees, because I really feel like no one is going to care more about the future success of the brewery than the people that work here every day.” – BEAU’S CO-FOUNDER AND CHIEF EXECUTIVE STEVE BEAUCHESNE
protect the legacy of the brewery and to put a program in place so that eventually, I will want to take a step back. I just turned 40, so that’s probably not going to be for quite some time,” he said, adding he now has the peace of mind of knowing there’s a program to prevent someone from taking over the brewery who might not care as much about its legacy as its employees will. For the past decade, Beau’s has been happy being the “quirky little brewery,” but expansion is now a necessity, Mr. Beauchesne said. “There’s not a lot of craft breweries that are national in scope and that are also independent. That really scares
me because if there’s not national craft breweries that are independent, what starts to happen is distribution channels start to get constricted,” he said. “It really seems like if we didn’t make a move to expand nationally, it would threaten not just us, but all craft breweries.” The move marks the beginning of the brewery’s 10th anniversary year, which will also see a number of limited-edition brews and philanthropic projects as well as a new look and feel for the brand, Mr. Beauchesne said. “We’re keeping the tractor and what’s core to our identity, but kind of refreshing it a little bit,” he said.
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Monday, June 6, 2016 7:00 am - 9:00 am
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THE LIST 1 2 2 3 4 5 6 7 8 9 10 11 12 13 14 15 MONDAY, MAY 23, 2016
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LARGEST DEFENCE AND SECURITY COMPANIES (RANKED BY NO. OF OTTAWA EMPLOYEES)
Company/Address/ Number of Phone/Fax/Web local employees Key local executive General Dynamics Canada 1941 Robertson Rd. David Ibbetson Ottawa, ON K2H 9N5 737 general manager 613-596-7000 / 613-820-5081 gdcanada.com Curtiss-Wright Defense Solutions Cathy Pomeroy 333 Palladium Dr. 350 vice-president of Kanata, ON K2V 1A6 COTS solutions 613-599-9199 / 613-599-7777 cwcdefense.com DRS Technologies Steven Zuber 1100-500 Palladium Dr. 350 vice-president and Kanata, ON K2V 1C2 general manager 613-591-5800 / 613-591-5801 drs.com Lockheed Martin Canada 3001 Solandt Rd. Charles Bouchard 250 Ottawa, ON K2K 2M8 chief executive 613-599-3270 / 613-599-3282 lockheedmartin.ca MDS Aero Support Corp. 200-1220 Old Innes Rd. John Jastremski 211 Ottawa, ON K1B 3V3 president and CEO 613-744-7257 / 613-744-8016 mdsaero.com CAE Canada - Defence & Security Mike Greenley 1135 Innovation Dr. 200 vice-president and Ottawa, ON K2K 3G7 general manager 613-247-0342 / 613-271-0963 cae.com Thales Canada 1 Chrysalis Way Mark Halinaty 180 Ottawa, ON K2G 6P9 general manager 613-723-7000 / 613-723-5600 thalesgroup.com/canada/ DEW Engineering and Development ULC 3429 Hawthorne Rd. Ian Marsh 175 Ottawa, ON K1G 4G2 president 613-736-5100 / 613-736-1348 dewengineering.com March Networks 303 Terry Fox Dr. Peter Strom 150 Ottawa, ON K2K 3J1 president and CEO 613-591-8181 / 613-591-7337 marchnetworks.com Calian Technologies Ltd. 101-340 Legget Dr. Ottawa, ON K2K 1Y6 Kevin Ford 613-599-8600 / 613-599-8650 131 president and CEO calian.com Pacific Safety Products Inc. 124 Fourth Ave. Arnprior, ON K1S 0A9 613-623-6001 / 613-271-9384 pacsafety.com Raytheon Canada Ltd. 1640-360 Albert St. Ottawa, ON K1R 7X7 613-233-4121 / 613-233-1099 raytheon.ca GasTOPS Ltd. 1011 Polytek St. Ottawa, ON K1J 9J3 613-744-3530 / 613-744-8846 gastops.com W.R. Davis Engineering Ltd. 1260 Old Innes Rd. Ottawa, ON K1B 3V3 613-748-5500 / 613-748-3972 davis-eng.com Med-Eng 2400 St. Laurent Blvd. Ottawa, ON K1G 6C4 613-482-8835 med-eng.com Senstar Corp. 119 John Cavanaugh Dr. Ottawa, ON K0A 1L0 613-839-5572 / 613-839-5830 senstar.com Rockwell Collins Canada Inc. 104-30 Edgewater St. Ottawa, ON K2L 1V8 613-595-2200 rockwellcollins.com/Worldwide/North_ America/Canada.aspx Fleetway Inc. 800-141 Laurier Ave. Ottawa, ON K1P 5J3 613-236-6048 / 613-236-2717 fleetway.ca Kongsberg Geospatial 400-411 Legget Dr. Kanata, ON K2K 3C9 613-271-5500 / 613-591-0774 kongsberggallium.com Allen-Vanguard Corp. 2405 St. Laurent Blvd. Ottawa, ON K2G 5B4 613-739-9646 / 613-739-4536 %allenvanguard.com
Year established
Major markets
Major clients
Description of specialty areas
1948
Department of National Defence; U.K. Global focus with major presence Ministry of Defence; U.S. Department of in Canadian, U.K. and U.S. markets Defense; more than 20 allied militaries around the world
1981
Aerospace and defence
Northrop Grumman; Boeing; Lockheed Martin; Raytheon; BAE Systems; General Dynamics; North American, U.K./European and Asia-Pacific markets
Develops rugged electronic modules and embedded systems for defence applications including C4ISR systems, unmanned subsystems, mission computing and recording and storage solutions.
1990
Defence electronics; systems integration
DND; U.S. Navy; international military forces
Designs, manufactures and supports naval communications, electro-optics, IRST and deployable flight data recorders; military C4ISR applications, as well as electronic warfare threat simulators.
1995
Global defence and security; aerospace
Department of National Defence; defence Naval combat systems; C4ISR; data fusion; ISS; and commercial industries radar systems; manufacturing
1985
Global provider of test facilities and test systems for aerospace, industrial, and marine gas turbine engines; Private-sector enterprises; Europe; Rolls-Royce; Pratt & Whitney; Air France; specializing in the delivery of complete turnkey facilities U.S.A.; Asia-Pacific; Russia Solar Turbines; NPO Saturn; Siemens; MTU for development engines to comprehensive maintenance and operational support.
1947
Federal government; defence and security; critical infrastructure; public safety
C4ISR and defence electronics company producing technology-based integrated solutions for land, airborne, maritime and public safety applications.
Federal Government; Department of National Defence; Defence Research and Development Canada; General Dynamics; Lockheed Martin
Modelling/simulation and training; system and software engineering; human factors; capability engineering; life-cycle support to clients in defence, public safety and security, critical infrastructure, heavy industry and power generation
1984
Canada; government
DND; Coast Guard; NAV Canada
Systems engineering/project management; concept definition; systems analysis; computer engineering; software development and computer simulation and modelling; weapon/sensor systems control and integration; logistics engineering; in-service support
1978
Government
Government; military
Military fleet life extension and re-purpose; design and manufacture; tracked and wheeled military vehicles; armour; systems analysis and support
2000
1982
Fifth Third Bank; Bank of New Zealand; Danske Bank; Banco de Chile; FirstBank Retail; banking; transit; commercial; & Trust; Tommy Bahama; Uniqlo; Woolgovernment worths; Total Wine & More; Canadian Museum of History; Canadian War Museum Aerospace and defence; public administration; health care; Department of National Defence; Canadian information and communication; government; telecom; nuclear; aerospace; emergency response preparedness oil and gas; municipal and provincial planning; scientific and technical governments services; satellite communications and manufacturing
Global provider of video surveillance and video-based business intelligence solutions used to improve security, loss prevention and operational efficiency, and to gather insights into overall business performance. Provides professional services to industry and government in health, training, IT services, and the design, manufacturing and maintenance of complex systems to the communications and defence sectors.
130
Terry Vaudry CEO
1984
Canada; U.S.
Department of National Defence; EMS; police departments
Designs and produces protective products such as ballistic, stab and fragment protection vests, bomb and land mine retrieval suits, tactical clothing.
120
Mark Nicol president RII, Canada
1956
Defence; air traffic control; highway management
Government, DND
Air traffic management; service and support of avionics and airborne radar
107
David E. Muir president and CEO
1979
Defence; aviation; energy; marine
Canadian Air Force; Canadian Navy; USAF; U.S. Army; Vector; IMP; PAL; Cougar Condition-based maintenance sensors systems and Helicopters; Pratt & Whitney; Avio; UTC services; oil wear debris sensors; filter debris analyzers Aerospace Systems; GE; Senvion; Siemens; Nordex, Moventas; EdF; RWE
100
Roland Davis president
1975
Global
U.S. Coast Guard; U.S. Navy; U.S. Army; French and Italian navies; Boeing; AgustaWestland
90
Rob Reynolds vice-president and general manager
1981
North, Central and South America; Europe; Middle East; Africa; Military forces and public safety agencies Asia-Pacific
75
Brian Rich president
1981
Government; corrections; transportation; utilities; industry; military, medical marijuana, VIP
Correctional Service of Canada; DND; military organizations; airports; highsecurity sites; oil and gas; borders; nuclear sites; critical infrastructure sites
Supplier of outdoor perimeter intrusion detection solutions, life safety/emergency call solutions, solutions that protect security networks against cyber threats, and a cellular detection and location solution.
70
Lee Obst president
2006
Government; aerospace
Department of National Defence; GD Canada; Thales; Bombardier; Air Canada
Communications, navigation and EW systems; simulation and training systems; avionic systems; flight management systems; data fusion and networking
60
Brent Holden general manager
1984
North America
Department of National Defence; Canadian Coast Guard; Canadian ferry fleets; Lockheed Martin Canada; General Dynamics Canada; Canadian offshore oil and gas
Ship design, marine and electrical engineering and Integrated Logistics Support for Canadian Forces and Coast Guard programs. 3D virtual reality immersion applications for design verification, in-service training and maintenance accessibility.
60
Ranald G. McGillis president and CEO
1992
Defence; security; C4ISR; situational awareness; command and control; air traffic control
DND; Nav Canada; U.S. Department of Defense; Lockheed Martin; Raytheon; Northrop Grumman; FAA
Geospatial visualization; situational awareness; Command and Control software solutions
55
Mike Dithurbide president
2003
Military and public safety agencies First responders
Marine and air defence equipment; specialists in signature management; products include infrared suppression for ships and helicopters, and mine countermeasures for ships and submarines. Bomb Ssuits and personal protective equipment against explosive threats; bomb disposal and EOD robots and specialized tools; military vehicle crew survivability blast attenuation seats; cooling solutions
Develops and delivers equipment, customized training and integrated solutions for defeating terrorist and extremist threats.
WND = Would not disclose. Should your company be on this list? If so, please send details to research@obj.ca This list is current as of May 18. Š 2016 by Ottawa Business Journal. All rights reserved. This material may not be reproduced by any method in whole or in part without written permission by Ottawa Business Journal. While every attempt is made to ensure the thoroughness and accuracy of the list, omissions and errors sometimes occur. Please send any corrections or additions by e-mail to research@obj.ca. OBJ lists are primarily compiled using information provided voluntarily by the organizations named. Some firms that may qualify for the list are not included because the company either failed to respond to requests for information by press time, because the company declined to take part in the survey or because of space constraints. Categories are drawn up in attempt to gather information of relevance to the Ottawa market. Research by Patti Moran. Please send questions and comments to research@obj.ca.
FOR THE RECORD Hats off
Contracts
Carleton University chief advancement officer Jennifer Conley and Royal Ottawa Foundation for Mental Health president and CEO Andree Steel have been named fundraising executives of the year by the Ottawa chapter of the Association of Fundraising Professionals. Ms. Conley is a certified fundraising executive with more than 20 years of advancement experience in the fields of education, health care and international development. Ms. Steel, who is also a certified fundraising executive, has worked for organizations in the not-for-profit and private sectors specializing in the areas of sales, marketing, public relations and administration. The University of Ottawa’s Telfer School of Management was awarded the University Administration of the Year Award by Enactus Canada for its support of youth entrepreneurship. The award recognizes the university administration that did the most outstanding job of supporting the Enactus team on its campus.
The following contains information about recent contracts, standing offers and supply arrangements awarded to local firms. Calian Ltd. 340 Legget Dr. Description: Provision of research assistants Buyer: DND $67,800,000
Excel Human Resources Inc. 102 Bank St. Description: Informatics professional services Buyer: Health Canada $7,158,256 Coradix Technology Consulting Ltd. 151 Slater St. Description: Informatics professional services Buyer: Health Canada $4,722,170
S.i. Systems Ltd. 170 Laurier Ave. W. Description: Informatics professional services Buyer: Health Canada $3,976,809 International Safety Research Inc. 38 Colonnade Dr. N. Description: Military (R&D) Buyer: DND $3,390,000 The Masha Krupp Translation Group Ltd. 1547 Merivale Rd. Description: Translation Buyer: Treasury Board of Canada $2,495,040 Altis Human Resources (Ottawa) Inc. 102 Bank St. Description: Tier 2 TSPS SA – (ITSM) project Buyer: DND $1,999,073
ttawa’s Best
KING NETWORBBQ
Fournier, Gersovitz, Moss, Drolet & Associates and Perkins+Will Canada Corp. in joint venture 485 Bank St. Description: West Memorial Building asset integrity project Buyer: PWGSC $1,710,096
Tessier Translations 228 St. Joseph Blvd. Description: Translation services Buyer: Treasury Board of Canada $981,744 CLAW Environmental Services Inc. 1931 Robertson Rd. Description: Environmental site assessment and associated environmental services – set aside for Aboriginal Business Buyer: Aboriginal Affairs & Northern Development Canada $750,000
Arcadis Canada Inc. 329 Churchill Ave. N. Description: Northern contaminated site environmental cleanup work/ services Buyer: DND $1,086,467
AFO pub-April-May-June 2016-v1.pdf
Colliers Project Leaders Inc. and Tiree Facility Solutions Inc. in joint venture 2720 Iris St. Description: Business services Buyer: PWGSC $717,493 Tannis Trading Inc. 2390 Stevenage Dr. Description: Groceries – Garrison Petawawa Buyer: DND $600,000
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